Item 7 — West Covina City Council, April 19, 2022 (part 1 of 2)

AGENDA ITEM NO.7

AGENDA STAFF REPORT
City of West Covina I Office of the City Manager
DATE: April 19, 2022
TO: Mayor and City Council
FROM: David Carmany
City Manager
SUBJECT: PROPOSED FISCAL YEAR 2022-23 BUDGET
RECOMMENDATION:

It is recommended that City Council:

1. Receive and file the Proposed Fiscal Year (FY) 2022-23 Operating and Capital Improvement Program Budget (Attachment No. 1); and

2. Direct that the proposed budget be publicly disseminated, including at community budget workshops on April 20, 2022 and May 4, 2022; and

3. Schedule it for consideration at the June 7, 2022 City Council meeting.

BACKGROUND:

The Budget sets forth a strategic resource allocation plan and serves as a policy document, financial plan, operations guide, and communication device all in one.

The Budget:
. Determines the quality and quantity of City programs and services; . States expenditure requirements for the allocation plan and estimated available revenues to finance it;
. Sets targets and provides a means of measuring accomplishments against goals; and . Serves as a communication device for elected officials, the public, and the City organization that promotes the City's vision and direction, fiscal health and vitality, and what the public is getting for its tax dollars.

Through the Budget document, the City demonstrates its accountability to its residents, customers, and community.

The City of West Covina fiscal year is a 12-month period used to measure revenues and expenditures. It starts July 1 and ends June 30 the following year. At its highest level, a municipal budget identifies the needs and interests of the community and allocates available resources to those interests while remaining fiscally strong for the future. In crafting the following proposed allocations, staff was guided by the principles of fiscal sustainability & responsibility. This Budget represents the City's financial plan for 2022-2203.

The following is the proposed budget schedule which includes two community workshops:

• Budget Survey Available Online -
• Long -Range Financial Forecast Filed (Council Meeting) • Proposed Budget Presentation (Council Meeting) -
• Community Workshop
• Community Workshop
• Budget Status Update (Council Meeting)
• Budget Adoption & Appropriations Limit' (Council Meeting) . • New Fiscal Year Starts 10
*Appropriations Limit Calculation must be publicly available at least 15 days prior to approval.

DISCUSSION:

Citywide Summary
West Covina's total projected operating and capital improvement expenditures for 2021-22 are over $128 million. Revenues for all fund types combined is over $126 million and includes Property Tax, Sales Tax, Revenue from Other Agencies, Charges for Services, Licenses & Permits, Fines & Forfeitures, and Revenue from Other Agencies.

In addition, the Capital Improvement Plan budget, totaling over $17 million for FY2022-2023, is included in the number above and is primarily funded from Special Revenue Funds and grants obtained from various funding sources.

Property tax remains the City's largest revenue source
and is projected be nearly $45 million. Sales Tax, the
next largest revenue source, has been increasing
since FY 2020-21 and is projected to be over $23
million in the next fiscal year. City staff will monitor sales tax quarterly and amend the budgeted numbers,
as necessary. Overall, total revenues for FY 2022-23
are projected to decrease due to one-time grant
funding received in FY 2021-22. The City received
over $19 million from the American Rescue Plan Act
(ARPA) Coronavirus State and Local Fiscal Recovery
Funds between FY 2020-21 and FY 2021-22.

Total expenditures (excluding transfers) for all
budgeted funds are estimated over $128 million as
h ' th h rt b 1 M f d k th
City -Wide Revenue
Interdept
Charges Licenses Other
5% & Permits Revenues
3% 3%
Revenue From Property
Other Agencies Tax
10% 36%
Charges For
Service
11%
Other
Taxes Sales Tax
14% 18%
s own in e c a a ow. any un s ma a up e
total budgeted amount, with the largest being the General Fund in the amount nearly $64 million, or 50% of the City's budget.

Salary and benefits are 44% of the City's total budget, as depicted in the chart below, which is up from last fiscal year but still down from FY 2020-21. This decrease is a result of the issuance of Pension

Obligation Bonds for the Unfunded Accrued Actuarial Liability (UAAL) pension payment due to the CalPERS (CalPERS) in FY 2020-21. However, it should be noted that CalPERS pension costs and the cost of health benefits provided to the City's employees continues to rise each year and must be monitored very closely as City staff continues to identify alternatives to providing these benefits to City employees.

City -Wide by Expenditures Category
City -Wide Expenditures by Fund
Private Internal
Capital
Purpose Service
Projects
Allocated
Trust Funds
3%
Enterprise
Debt
Costs Capital
Funds 4%
Fund
Service
3% Assets
0%
16%
12%
4%
Debt
Service
12%
Materials
P
General
&
Fund
Services
50%
25%
Salaries &
Special
Benefits
Revenue
44°%
27 %
General Fund
The General Fund provides basic services to the City (i.e. police, fire, planning, administrative services, and parks and recreation). The City's primary financial goal is to provide an appropriate level of municipal services with the ability to adapt to local and regional economic changes, while maintaining and enhancing the sound fiscal condition of the City. The City's General Fund continues to be negatively impacted b y rising pension costs, the State's elimination of redevelopment, and the loss of major local revenues due to the pandemic. Staff continue to identify revenue sources and cost-cutting measures to offset these negative impacts.

The City's budget policy requires that the City's General Fund maintain an undesignated, unappropriated reserve amount equal to at least 17% of budgeted expenditures or approximately $10.8 million. The fund balance at fiscal year ending June 30, 2022 is projected to be over $24 million which is approximately 31 % of General Fund expenditures and transfers. Of this, over $3 million is assigned which leaves approximately $21 million in assigned fund balance. At the close of each Fiscal Year, any revenues over expenditures are generally transferred to fund balance reserved to be used for one-time capital expenditures or the reduction of General Fund debt service requirements. Below is a chart showing changes to Fund Balance over the past five years.

General Fund Changes in Fund Balance
N $28
o $26
i $24
$22
$20
$18
$16
$14
$12
$10
16/17 17/18 18/19 19/20 20/21 21/22 22/23
Actual Actual Actual Actual Actual Estimate Proposed
General Fund Revenues
This budget assumes continued recovery from the COVID-19 pandemic and an increase in revenues to pre -pandemic levels. Total General Fund revenues are projected to be over $79 million, 17.8% increase from the FY 2020-21 Adopted Budget. This is largely due to an increase in Property Tax Revenue over $782,000 and an increase in Sales Tax Revenue over $7.2 million from last year's original budget. However, when compared to current year estimates, it is a conservative increase of 1.2% in Property Tax and 1.5% in Sales Tax. Other revenue has been adjusted based on prior year actuals.

Revenue
Ag
Charges
1 General Fund Revenue
Licenses & Permits
AW
Sales Tax
29%
Forfeitures
1%
Property Tax
37%
General Fund Expenditures
General Fund Expenditures for FY 2022-23 are projected to be nearly $64 million. This is an $9.8 million increase from the current fiscal year's original budget, however, a decrease of nearly $6 million from the prior fiscal year. This decrease is mainly due to the decrease in the UAL payment to the CalPERS as a result of the pension obligation bonds issued in 2020.

Most General Fund expenditures go towards Salaries (41 %) and Benefits (23%). Over the past year the City executed memorandum of understandings with eight out of nine of its bargaining groups. These agreements included salary increases ranging from three to four percent per group and are offset by employee contributions towards pension ranging from 1.5% to 6%. A significant increase in salaries and benefits is primarily due to an increase in overtime salaries.

Expenditures overall were analyzed and projected to reflect the actual expense incurred based on the current year estimate and prior years.

General Fund Expenditures by Category
t
Materials &
14%
Mutual Aid Overtime
2%
Ov
PERS L
Benefits
23%
Salaries
41%
Overtime continues to be an increasing burden on the city. The FY 2022-23 Proposed Budget has been based on prior years actuals with an estimated 3$ increase in line with base salary increases. While estimated to be slightly more than the current year estimate of $6.1 million, General Fund Overtime is proposed to be approximately $6.4 million. The majority of this overtime is from Fire (50.4%) and Police (48.7%).

General Fund Overtime
7 0
6 5
4 3
2 23
1 I[ff
Prior Year Current Current Year Estimate Proposed
Actuals Budget Budget
■Administration ■ Community Development ■Finance
■ Fire ■ Human Resources ■ Police
■ Public Services
Fiscal Challenges
Short -Term Factors
As a result of the State and County stay-at-home orders during the pandemic, the City experienced a decline in economic activity, which impacted the City's revenues. City staff estimated a potential loss of $2.8 million in General Fund revenues for FY 2019-20 and a continuing loss of $2.1 million in General Fund revenues in FY 2020-21.

In addition to the economic impacts from the COVID-19 pandemic, over the past 6-years, the City's

General Fund reserves had continued to decline — in FY 2014-15, the unassigned fund balance was $20.5 million, in FY 2015-16, the unassigned fund balance was $15 million, in FY 2016-17, the unassigned fund balance was $14.1 million, in FY 2017-18, the unassigned fund balance was $11.9 million, and in FY 2018-19, the unassigned fund balance was down to $9.8 million. During FY 2019-20, despite the COVID-19 world-wide pandemic, the unassigned fund balance increased by $2.6 million to $12.5 million. The General Fund unassigned fund balance at June 30, 2021 was over $21.4 million. Through sound financial policies and procedures, the City managed rising costs and dwindling revenues efficiently and effectively. This has resulted in the growth in the unassigned general fund balance.

This is not to say that significant challenges do not face the City going forward. Rising costs of materials and services continue to be of grave concern. Infrastructure needs of the City have been deferred and City buildings are in disrepair. Additionally, a Labor contract for the last remaining bargaining group is expiring in June 2022 and is in the process of being renegotiated.

Three specific challenges affect the City's annual budget:

1. Resident Engagement — Through civic engagement, resident and community partners define what services are valued. The result is a budget that better reflects local priorities.

Inclusive, open, and collaborative budget processes and community declaration of principles help the municipal organization better provide essential services.

2. Accountability Through Oversight — Continued improvement of the City's long-term financial health requires ongoing close attention to timely implementation of the State Auditor's Financial Recovery Plan. Institutionalizing accountability in the recover process enhances public trust in municipal governance.

3. Fiscal Prudence — Capital needs remain underfunded. Clearly, municipal facilities are not to standard. Maintenance of buildings, streets, and parks has been deferred and as a result services have suffered. Typically, assets operate until they break down. For example, Fire Station No. 1, has been determined uninhabitable forcing the City to set-up temporary quarters. The city has received some one-time funding to address critical immediate needs; however, additional funding sources need to be identified to address future issues.

The pension obligations and payments for the UAAL is expected to worsen each fiscal year and the severity of the problem is dependent on Cal PERS earnings. This fact prompted the City to issue Pension Obligation Bonds in July of 2020 to address the UAAL and attain more favorable interest rates to address the pension problem.

The City's Long -Range Financial Forecast was updated in March 2022 and projected General Fund budget deficits for each year in the forecast. Additionally, General Fund reserves were anticipated to be depleted to ten percent or $8 million by fiscal year ending 2027. The forecast recommended structural changes to increase revenues and/or decrease expenditures in future years. Thus, this year's budget incorporated the following changes that will have a long-term positive impact on the City's General Fund:
. Formally reduced Non -Sworn personnel in Police. The Police Department had three Community Service Officers, two Dispatchers, and three Records Specialists that have been frozen the past two fiscal years. The Long -Range Financial Forecast assumed these positions were funded, however; the FY 2022-23 Proposed Budget does not include these positions or salaries.
. The False Alarm program and associated revenue was eliminated in prior years. The FY

2022-23 Proposed Budget assumes re -initiation of the program and associated revenue. . Overall, historical revenues and expenditures were evaluated, and the FY 2022-23 Proposed Budget was adjusted to prior year actuals. While this included both increases and decreases, the overall net impact to the General Fund was positive. . Revenue estimates included in the forecast were also updated based on current year actual trends. At the time of the Long -Range Financial Forecast, it was uncertain whether the effects of the pandemic would subside. Since then, it is apparent that the City's Sales Tax, Transient Occupancy Tax, and Permit revenue will continue to remain level with the current and prior year. Thus, revenue bases have been raised and are projected to increase conservatively with the assumptions used in the forecast. While sales tax appears to be on the upswing from the kickstart of reopening from the pandemic, it can easily turn downward.

It is uncertain if the current trend is just a post -pandemic spike that will bottom out to prior year levels. Therefore, it is not recommended to commit this revenue to recurring obligations.

City Council Goals
The budget contains City Council goals for 2022 to guide the City. These goals will be instrumental in guiding the budget process. These overarching goals can be seen throughout the budget document as follows:

Service Levels
The citizens of West Covina continue to expect a high level of service provided by the City. These services are paid for with local tax dollars and include police; recreation and community service programs for youth, adults, and seniors; park maintenance; street maintenance; transportation; engineering; building & safety; housing programs; planning & development; code enforcement; animal control; and environmental programs and services. Services levels are proposed to be enhanced by adding funding for the following:
. Recreation and community service programs back to pre -pandemic levels. . Special Events, such as, Spring Festival, 4th of July, Egg Hunt, Summer Concerts, Christmas Parade, and Halloween.
. Quarterly Discover newsletter to inform and engage residents. . An additional twelve Public Services positions have been included under the City's maintenance funds to provide the highest level of service, while maintaining fiscal responsibility and improving community image. These positions did not impact the General Fund. . Increase in the tree trim cycle from seven to five years to reduce the need for emergency maintenance, prevent liability problems, reduce tree mortality, and improve urban forest health over the long-term.
. In Police, a Forensic Specialist Supervisor position has been added to allow the Department to properly manage and keep up with the changing demands of forensic investigations.

Conclusion
Service levels are directly related to income from which public expenses are met. Finding economies in municipal operations including privatization and reductions in the workforce, the City has made some progress toward the goal to attain fiscal sustainability and positioned the City for long-term financial success. As the City recovers financially from the COVID-19 pandemic, it is with conservative optimism

that this budget is presented.

Prepared by: Stephanie Sikkema, Finance Director
Fiscal Impact
FISCAL IMPACT:

City Wide Summary
Revenue
Property Tax
38,405,653
40,711,032
45,556,800
46,007,228

44.955,200
1601.600)
Sales Tax
17,033,647
20,412,164
15,900,000
22,800,000
23,142,000
7,242,000
Other Taxes
19,229,937
19,069,959
18,458,400
19,343,541
17,948,500
(509,900)
Capital Assets
-
11,250
-
25,564
-
-
Charges For Service
13,055,204
12,852,470
12,163,100
14,143,851
13,737,920
1,574,720
Fees
44,074
61,663
-
64,169
64,2w
64,200
Fines & Forfeitures
873,497

1.193,233
608,D00
1,021,700
1,023,290
415.290
Interdept Charges
9,501,438
6,259,912
6,781,700
7,192,700
6,248,060
(533,640)
Licenses & Permits

1.549,155

2.399,979
1,964,100
3,544,873
3,633,599
1,669,499
Other Revenues
4,046,413
216,704,235
422,300
606,205
205,270
(217,030)
Revenue from Other Agencies

14.503,804
12,715,513
26,252,400
37,141,363
13,364,791
(12,887.609)
Sales
1,312,905
758,120
416,400
504,599
645,ODD
228,600
Use of Money& Property

4.083,630
1,349,305

1.678,600
1,289,196
1,562,040
(116,560)
ExperrNtures
Materials & Services
41,255,867
46,155,205
31,276,100
32,618,469
31,573,264
297,164
Allocated Costs
5,822,911

4.172,096
4,180,100
4,008,982

4.199,297
19,197
Capital Assets
5,753,822
5,028,328
38,752,200
47,251,998
15,551,514
(23,200,686)
Salaries & Benefits
6D,271,046

61.644,189
45,813,500
53,166,913
56,702,459
10,888.959
Debt Service
10,422,820
15,606,004
20,924,900
21,333,710
20,423,944
(500,956)
General Fund Summary
Revanse
Property Tax
27,378,987
29,680,553

28.204,200
28,635,749
28,996,300
792,100
Saks Tax
17,033,647
20,412,164
15,900,000
22,800,000
23,142,000
7,242,000
Other Taxes
9,356,198
8,834,366

8.167,200
8,981,000
9,446,000
1,278,800
Charges For Service
5,957,071
5,603,193
5,336,OD0
7,007,498
7,578,220
2,242,220
Fines8, Forfeitures
873,497
1,183,233
608,000
1,021,700
1,023,290
415,290
Interdept Charges
1,415,799
1,189,215
1,423,800
1,423,800
1,196,200
(227,600)
Licenses & Permits
1,548,859
2,389,535

1.964,100
3,544,084
3,167,810
1,203,710
Other Revenues
2,099,953
409,468
82,800
64,530
136,67D
53,870
Revenue from Other Agencies
2,755,302
4,341,434
4,813,300
3,431,118
3,994,525
(818,775)
Use of Money & Property
2,367,948
138,473
1,193,600
e01,500
1,078,30D
(105,300)
Expendliuraa
Materials & Services
10,088,722
10,083,560
9,911,000
9,983,135
11,139,165
1,228,165
Allocated Costs
3,707,827
2,444,202
2,579,900
2,486,944
2,605,797
25,897
Capital Assets
231,058
-
-
29,995
-
-
Salaries & Benefits
54,922,906
56,959,531
41,541,000
47,838,S7S
50,162,753
8,621,753
Debt Service
4,000
-
-
-

Revenues Less Expenditures
1,922,736
4,694,341
13,657,100 17,372,330
15,841,600
Net lran,fers
(1,329.108)
1,118,412
(13,651,100) (18.721,095)
(15,325.255)
Net Change in Fund Balance
493.628
5,812,753
- (1,348,765)
516,345
Beginning Fund Balance
19,181,696
19,675,324
25,498,077 25,488,077
24,139,312
Reserve Requirement(1796) 11,722,267 11,812,840 9,185,423 10,257,570 10,864,312 *For consistency, the FY2020-2021 Bond Transfer -In and Payment towards Unfunded Pension Uabillty have been excluded.

Attachments
Attachment No. 1 - FY 2022-23 Proposed Budget
CITY COUNCIL GOALS & OBJECTIVES: Protect Public Safety
Enhance City Image and Effectiveness
Achieve Fiscal Sustainability and Financial Stability
A Well -Planned Community

fwP i
J!le]1e7.'17D
SiVlD

CITY OF WEST COVINA, CALIFORNIA
1444 W• Garvey Avenue South, West Covina CA 91790

PROPOSED BUDGET
Fiscal Year
July 1, 2022 - June 30, 2023

CITY COUNCIL
Dario Castellanos, Mayor
Rosario Diaz, Mayor Pro Tern
Letty Lopez-Viado
Brian Tabatabai
Tony Wu

ELECTED OFFICIALS
Nickolas S. Lewis, City Clerk
Colleen B. Rozatti, City Treasurer

CITY MANAGER
David N. Carmany

EXECUTIVE MANAGEMENT TEAM
Paulina Morales, Assistant City Manager
Roxanne Lerma, Assistant City Manager
Thomas P. Duarte, City Attorney
Lisa Sherrick, Assistant City Clerk
Stephanie Sikkema, Finance Director
Vincent Capelle, Fire Chief
Helen Tran, Human Resources / Risk Management Director
Richard Bell, Police Chief

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City of West Covina
FY 2022-23 Proposed Budget
Table of Contents
BudgetMessage................................................................................... 7 Financial Information
BudgetGuide................................................................................ 15 FinancialPolicies........................................................................... 21 Financial Structure........................................................................ 23 Overview of City Funds.................................................................. 25 Department -Fund Matrix............................................................... 35 City Profile
CityProfile..................................................................................... 37 City Organizational Chart.............................................................. 41 CityCouncil Goals......................................................................... 43 Budget Summaries
City Wide Summaries
City -Wide Summary............................................................. 47 Summary of All Funds.......................................................... 49 FundBalance....................................................................... 52 Changes in Fund Balance ..................................................... 53 Transfer Summary ................................................................ 56 General Fund
General Fund Summary....................................................... 58 General Fund Revenue Summary ........................................ 60 General Fund Revenue........................................................ 61 General Fund Expenditure Summary .................................. 64 Administration Department ................................................ 67 City Clerk Department......................................................... 73 Finance Department............................................................ 77 Human Resources Department ............................................ 85 Police Department................................................................ 91 Fire Department................................................................... 101
Public Services Department ................................................. 111
Community Development.................................................... 125
Capital Improvement Program............................................................. 139
Other Funds
DebtService................................................................................... 187
Summary of Other Funds............................................................... 195
OtherFunds.......................................................................... 197
Appendix
Schedule of Positions.................................................................... 273 Glossary of Terms.......................................................................... 279 Acronyms....................................................................................... 283 Gann Limit..................................................................................... Inserted after Approval Budget Resolution........................................................................ Inserted after Approval

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April 19, 2022
Honorable Mayor, Members of the City Council, and Citizens of West Covina:

I am pleased to present the Proposed Fiscal Year 2022-23 Budget for the City of West Covina and the Successor Agency to the Former Redevelopment Agency of the City of West Covina. The Budget provides the framework for providing services and programs to the community of West Covina. The services and programs included in the budget represent the delivery of core services and priorities. The budget document includes the General Fund, Special Revenue Funds, Capital Projects Fund, and Enterprise Funds as well as both Operating and Capital Improvement Program (CIP) budgets.

These last two years have brought many challenges. The City is starting to experience economic recovery from the global pandemic and expects revenue and expenditures to reach and surpass pre -pandemic levels. The proposed budget demonstrates a financial plan for the next twelve months. This budget is a new opportunity for the city to address the greatest challenges facing our community— for the year ahead and future generations. The budget has been conservatively designed to continue to adequately fund the City's reserves. This is not only a spending plan for the year, but also a solid foundation for the City's future legacy — a fiscally responsible plan to keep the community safe, prosperous & vibrant. The municipal organization continues its primary focus on the public safety needs of the community, meeting infrastructure & regulatory requirements and providing excellent service for the residents.

West Covina's total projected operating and capital im
million. Revenues for all fund types combinedis over
$126 million and includes Property Tax, Sales Tax,
Revenue from Other Agencies, Charges for Services,
Licenses & Permits, Fines & Forfeitures, and Revenue
from Other Agencies.

In addition, the Capital Improvement Plan budget,
totaling over $17 million for FY2022-2023, is included
in the number above and is primarily funded from
Special Revenue Funds and grants obtained from
various funding sources.

Property tax remains the City's largest revenue
source and is projected be nearly $45 million. Sales
Tax, the next largest revenue source, has been
provement expenditures for 2021-22 are over 5128
City -Wide Revenue
Interdept
Char es
Licenses
Other
5%
& Permits
Revenues
3%
3y
Revenue From
Property
Other Agencies
Tax
10%
36%
Charges For
Service
11%
Other
Taxes
Sales Tax
14%
18%
1444 W. Garvey Avenue #308, West Covina CA 91790.Office (626) 939-8438 • Fax (626) 939-8664 pCSi fA'N Page 7

City of West Covina FY 2022-23 Proposed Budget
increasing since FY 2020-21 and is projected to be over $23 million in the next fiscal year. City staff will monitor sales tax quarterly and amend the budgeted numbers, as necessary. Overall, total revenues for FY 2022-23 are projected to decrease due to one-time grant funding received in FY 2021-22. The City received over $19 million from the American Rescue Plan Act (ARPA) Coronavirus State and Local Fiscal Recovery Funds between FY 2020-21 and FY 2021-22.

Total expenditures (excluding transfers) for all budgeted funds are estimated over $128 million as shown in the chart below. Many funds make up the total budgeted amount, with the largest being the General Fund in the amount nearly $64 million, or 50% of the City's budget.

Salary and benefits are 44% of the City's total budget, as depicted in the chart below, which is up from last fiscal year but still down from FY 2020-21. This decrease is due to the issuance of Pension Obligation Bonds for the Unfunded Accrued Actuarial Liability (UAAL) pension payment due to the CaIPERS (CaIPERS) in FY 2020-21. However, it should be noted that CaIPERS pension costs and the cost of health benefits provided to the City's employees continues to rise each year and must be monitored very closely as City staff continues to identify alternatives to providing these benefits to City employees.

City -Wide by Expenditures Category
Allocated
Debt
Costs Capital
Service
3� Assets
16%
12%
Materials
b
Services
25%
Salaries &
Benefits
44%
City -Wide Expenditures by Fund
Private
Internal
Capital
Purpose
Service
Projects
Trust
Funds
3%
Enterprise
Funds
4%
Fund
4%
0%
Debt
Service
12%
General
Fund
SO%
Special
Revenue
27%
The General Fund provides basic services to the City (i.e. police, fire, planning, administrative services, and parks and recreation). The City's primary financial goal is to provide an appropriate level of municipal services with the ability to adapt to local and regional economic changes, while maintaining and enhancing the sound fiscal condition of the City. The City's General Fund continues to be negatively impacted by rising pension costs, the State's elimination of redevelopment, and the loss of major local revenues due to the pandemic. Staff continue to identify revenue sources and cost cutting measures to offset these negative impacts.

Page 8 ends

City of West Covina FY 2022-23 Proposed Budget
approximately $21 million in assigned fund balance. At the close of each Fiscal Year, any revenues over expenditures are generally transferred to fund balance reserved to be used for one-time capital expenditures or the reduction of General Fund debt service requirements. Below is a chart showing changes to Fund Balance over the past five years.
$28
o $26
g $24
$22
$20
$18
$16
$14
$12
$10
General Fund Revenues
General Fund Changes in Fund Balance
25 24 25
22 21
19 20
16/17
17/18
18/19
19/20
20/21
21/22
—11110
22/23
Actual
Actual
Actual
Actual
Actual
Estimate
Proposed
This budget assumes continued recovery from the COVID-19 pandemic and an increase in revenues to pre -pandemic levels. Total General Fund revenues are projected to be over $79 million, 17.8 percent increase from the FY 2020-21 Adopted Budget. This is largely due to an increase in Property Tax Revenue over $782,000 and an increase in Sales Tax Revenue over $7.2 million from last year's original budget.

However, when compared to current year estimates, it is a conservative increase of 1.2 percent in Property Tax and 1.5 percent in Sales Tax. Other revenue has been adjusted based on prior year actuals.

Other Revenues
2%
Revenue From Other.

Agencies
5%
Charges For Service
10%
Other Taxes
12%
General Fund Revenue
Licenses & Permits Fines & Forfeitures
4% 1__�_ 1%
Sales Tax
29%
Property Tax
37%
A Page 9

City of West Covina FY 2022-23 Proposed Budget
General Fund Expenditures
General Fund Expenditures for fiscal year 2022-23 are projected to be nearly $64 million. This is an $9.8 million increase from the current fiscal year's original budget, however, a decrease of nearly $6 million from the prior fiscal year. This decrease is mainly due to the decrease in the UAL payment to the CalPERS as a result of the pension obligation bonds issued in 2020.

Most General Fund expenditures go towards Salaries (41%) and Benefits (23%). Over the past year the City executed memorandum of understandings with eight out of nine of its bargaining groups. These agreements included salary increases ranging from three to four percent per group and are offset by employee contributions towards pension ranging from one and half to six percent. A significant increase in salaries and benefits is primarily due to an increase in overtime salaries.

Expenditures overall were analyzed and projected to reflect the actual expense incurred based on the current year estimate and prior years.
l
Materials &
14%
Mutual Aid Overtime
2%
Ov
PERS U
General Fund Expenditures by Category
Maintenance & Fuel Allocated Costs
� 1^u Capital Assets
Benefits
23%
Salaries
41%

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City of West Covina FY 2022-23 Proposed Budget
Overtime continues to be an increasing burden on the city. The FY 2022-23 Proposed Budget has been based on prior years actuals with an estimated three percent increase in line with base salary increases.

While estimated to be slightly more than the current year estimate of $6.1 million, General Fund Overtime is proposed to be approximately $6.4 million. The majority of this overtime is from Fire (50.4%) and Police (48.7%).

General Fund Overtime
7 C
0 6
5 4
3 2
$3.18
1 $1.70
Prior Year Current Current Year Estimate Proposed
Actuals Budget Budget
■Administration ■ Community Development ■Finance
■ Fire ■ Human Resources ■ Police
■ Public Services
Short -Term Factors
As a result of the State and County stay-at-home orders during the pandemic, the City experienced a decline in economic activity, which impacted the City's revenues. City staff estimated a potential loss of $2.8 million in General Fund revenues for Fiscal Year FY 2019-20 and a continuing loss of $2.1 million in General Fund revenues in FY 2020-21.

In addition to the economic impacts from the COVID-19 pandemic, over the past six years, the City's General Fund reserves had continued to decline — in FY 2014-15, the unassigned fund balance was $20.5 million, in FY 2015-16, the unassigned fund balance was $15 million, in FY 2016-17, the unassigned fund balance was $14.1 million, in FY 2017-18, the unassigned fund balance was $11.9 million, and in FY 2018- 19, the unassigned fund balance was down to $9.8 million. During FY 2019-20, despite the COVID-19 world-wide pandemic, the unassigned fund balance increased by $2.6 million to $12.5 million. The General Fund unassigned fund balance at June 30, 2021 was over $21.4 million. Through sound financial policies and procedures, the City managed rising costs and dwindling revenues efficiently and effectively.

This has resulted in the growth in the unassigned general fund balance. wssi cm�u Page 11

City of West Covina FY 2022-23 Proposed Budget
This is not to say that significant challenges do not face the City going forward. Rising costs of materials and services continue to be of grave concern. Infrastructure needs of the City have been deferred and City buildings are in disrepair. Additionally, a Labor contract for the last remaining bargaining group is expiring in June 2022 and is in the process of being renegotiated.

Three specific challenges affect the City's annual budget:

1. Resident Engagement —Through civic engagement, resident and community partners define what services are valued. The result is a budget that better reflects local priorities. Inclusive, open, and collaborative budget processes and community declaration of principles help the municipal organization better provide essential services.

3. Fiscal Prudence — Capital needs remain underfunded. Clearly, municipal facilities are not to standard. Maintenance of buildings, streets, and parks has been deferred and as a result services have suffered. Typically, assets operate until they break down. For example, Fire Station No. 1, has been determined uninhabitable forcing the City to setup up temporary quarters. The city has received some one-time funding to address critical immediate needs; however, additional funding sources need to be identified to address future issues.

Long -Term Factors
The FY2022-2023 Proposed Budget is structurally balanced; however, expenditures are increasing at a faster pace than revenues. The City has attempted to attain fiscal sustainability into the future by finding economies and efficiencies in its operations. Like most California cities, West Covina has several unfunded liabilities. The biggest of these being the cost of employee pensions. The pension obligations and payments for the UAAL is expected to worsen each fiscal year and the severity of the problem is dependent on CaIPERS earnings. This fact prompted the City to issue Pension Obligation Bonds in July of 2020 to address the UAAL and attain more favorable interest rates to address the pension problem.

The City's Long -Range Financial Forecast was updated in March 2022 and projected General Fund budget deficits for each year in the forecast. Additionally, General Fund reserves were anticipated to be depleted to ten percent or $8 million by fiscal year ending 2027. The forecast recommended structural changes to increase revenues and/or decrease expenditures in future years. Thus, this year's budget incorporated the following changes that will have a long-term positive impact on the City's General Fund:
■ Formally reduced Non -Sworn personnel in Police. The Police Department had three Community Service Officers, two Dispatchers, and three Records Specialists that have been frozen the past two fiscal years. The Long -Range Financial Forecast assumed these positions were funded, however; the FY2022-23 Proposed Budget does not include these positions or salaries. ■ The False Alarm program and associated revenue was eliminated in prior years. The FY2022-23 Proposed Budget assumes re -initiation of the program and associated revenue.

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wui miss,

City of West Covina FY 2022-23 Proposed Budget
■ Overall, historical revenues and expenditures were evaluated, and the FY2022-23 Proposed Budget was adjusted to prior year actuals. While this included both increases and decreases, the overall net impact to the General Fund was positive.
• Revenue estimates included in the forecast were also updated based on current year actual trends.

At the time of the Long -Range Financial Forecast, it was uncertain whether the effects of the pandemic would subside. Since then, it is apparent that the City's Sales Tax, Transient Occupancy Tax, and Permit revenue will continue to remain level with the current and prior year. Thus, revenue bases have been raised and are projected to increase conservatively with the assumptions used in the forecast. While sales tax appears to be on the upswing from the kickstart of reopening from the pandemic, it can easily turn downward. It is uncertain if the current trend is just a post - pandemic spike that will bottom out to prior year levels. Therefore, it is not recommended to commit this revenue to recurring obligations.

More information regarding these goals may be found later in this document.

PfSI (NI9 Page 13

City of West Covina FY 2022-23 Proposed Budget
• Quarterly newsletter to inform and engage residents.
• An additional twelve Public Services positions have been included under the City's maintenance funds to provide the highest level of service, while maintaining fiscal responsibility and improving community image. These positions did not impact the General Fund.
■ Increase in the tree trim cycle from seven to five years to reduce the need for emergency maintenance, prevent liability problems, reduce tree mortality, and improve urban forest health over the long-term.
■ In Police, a Forensic Specialist Supervisor position has been added to allow the Department to properly manage and keep up with the changing demands of forensic investigations.

Acknowledgement
The preparation of this budget could not have been accomplished without the efficient and dedicated services of the Finance Director who has created a solid foundation upon which the City may operate efficiently and the entire staff of the Finance Department. I would like to express my appreciation to all members of other Departments who assisted and contributed to the preparation of this report. These are extremely challenging times for local government in which many difficult decisions must be made. Credit must also be given to the City Council for their interest and support in planning and conducting the financial operations of the City in a responsible and progressive manner.

Respectfully submitted,
David N. Carmany
City Manager

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City of West Covina FY 2022-23 Proposed Budget
Budget Guide
The Budget sets forth a strategic resource allocation plan and serves as a policy document, financial plan, operations guide, and communication device all in one.

The Budget:
• Determines the quality and quantity of City programs and services; ■ States expenditure requirements for the allocation plan and estimated available revenues to finance it;
• Sets targets and provides a means of measuring accomplishments against goals; and, • Serves as a communication device for elected officials, the public, and the City organization that promotes the City's vision and direction, fiscal health and vitality, and what the public is getting for its tax dollars.

Through the Budget Document, the City demonstrates its accountability to its residents, customers, and community.

The Budget document is comprised of both the Annual Operating Budget and the Capital Improvement Budget. The development of the two budgets, however, takes place on two separate, albeit interrelated, tracks.

The Operating Budget is the complete budget used to finance all day-to-day operations and obligations of the City. The budget includes general government administration and operations, debt service, capital expenditures, and transfer payments for a particular fiscal year. The funding for this budget is derived from taxes, fees, licenses, fines, and inter -governmental revenues (state and federal).

The Capital Improvement Program (CIP) is a multi -year instrument that drives the identification, evaluation, and financing of capital infrastructure projects that are in need of renovation, repair and/or construction. Capital projects range from road maintenance or construction to the renovation of municipal buildings, recreation centers, water main and sewer system replacement. The CIP relates these capital project needs to the financial sources that will support their realization and the timeframe in which both the financing and work will take place. Capital improvement projects typically carry considerable future impact, meaning, they have a life span of at least five years or more. They are usually financed over a longer period of time, in effect spreading the cost of the project across a generation of users.

The City of West Covina's fiscal year begins each July 1st and concludes on June 30th. The development of the annual budget is comprised of distinct phases and requires a great deal of effort on the part of the City Council and all members of the City's management team. The budget process starts with goals which Council formally established in January.

Following that, the long-range financial plan is updated and a community survey seeking input on the budget is solicited. While these are going on, staff is working on development of the budget which is initially presented to Council for feedback.
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City of West Covina FY 2022-23 Proposed Budget
Budget Guide
Internally, a budget kick-off meeting is held in January and is attended by the City Manager, Finance staff, and all Department Heads and their budget staff. The City Manager briefs the participants on policy directives and general budgeting guidelines, followed by the Finance staff with a discussion on the technical and procedural aspects of preparing the budget. Departments have approximately two months to prepare their line -item budgets.

Once the initial line -item requests are compiled, Finance staff works with the City Manager and departments to review the requests and gain a high-level understanding of the challenges facing the City and specific departments, including gaps between revenues and expenditures, fund balance projections, and department priorities.

Budget review meetings are then held with each department to discuss the proposed budgets, including increases, reductions, or other significant changes, goals and objectives, and supplemental requests.

Actions available for addressing budget gaps are discussed, along with the merits of the various work program components. Departments
are then given the opportunity to RIMUIRLSIMM
amend their proposed line -item
budgets and to address issues or '
concerns discussed in the budget
review meetings.

Once the City Manager and
department reviews have taken
place and all departmental budget
issues are resolved, the Finance staff
prepares the preliminary budget.

The Finance Director presents the
Proposed Operating and Capital
Improvement Program (CIP) Budget
to the City Council and the I
Community at a City Council meeting . • in late May or early June. Specific policy issues, funding shortfalls, and major challenges are discussed, and recommended changes are then incorporated into the budget. Meetings are held, as needed, to ensure that the budget accurately reflects the City Council's objectives for the coming year until the final budget is adopted by the City Council.

Community workshops regarding the proposed budget are then scheduled to provide public feedback.

After updating Council regarding public input and a seeking final review, the budget is adopted. The Appropriations Limit is considered at the same time and requires its documentation to be publicly available at least fifteen days prior to the meeting.

The budget plays a crucial role in communicating to elected officials, City employees, and the public the City's plans for the use of its resources. Although the City has made every effort to make the document as easy to navigate as possible, budgets are complex documents that can be difficult to grasp at first hand.

This section provides the reader with some basic understanding of the constituent components of a budget document.

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City of West Covina FY 2022-23 Proposed Budget
Budget Guide
• Budget Survey Available Online
• Long -Range Financial Forecast Filed (Council Meeting) an • Proposed Budget Presentation (Council Meeting)
• Community Workshop
• Community Workshop
• Budget Status Update (Council Meeting)
• Budget Adoption & Appropriations Limit* (Council Meeting) • New Fiscal Year Starts
* Appropriations Limit Calculation must be publicly available at least 15 days prior to approval.

The Budget document is comprised of the following sections:

Budget Message
The Budget Message is a transmittal letter addressed to the Mayor, City Council, and Citizens of West Covina that introduces the annual budget. The Budget Message outlines the organizing principles of the budget and the assumptions on which the budget was developed. The Budget Message aims to provide the reader with highlights of the operating and capital budgets, and sufficient context to understand how and why the budgetary changes occurred between fiscal years.

Financial Information
This section provides the reader an understanding of the City's financial policies and budgetary practices.

It describes the purpose of the budget, its development, reading the budget, and the financial and operational policies followed in the budget development and planning process. Additionally, this section provides a description of each of the City's funds, detail about the City's debt, and includes the resolutions for the appropriations limit and adoption of the budget.

City Profile
The City Profile provides a snapshot of the City for which the Budget has been developed. The purpose of this section is to give the reader an at -a -glance look at the City's organizational structure, demographic data, and other statistics. It also includes a matrix illustrating department/fund relationships.

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City of West Covina FY 2022-23 Proposed Budget
Budget Guide
Budget Summaries
The budget summaries section is the nuts and bolts of the Budget. It provides the following information:

Summary of Citywide revenue and expenditures, Changes in Fund Balance, Operating Transfers and an overview of the General Fund, including a detail schedule of revenue.

Department Narratives
The Department Narratives contain budget information for the basic organizational units of the City, its departments within the General Fund. Each department narrative presents the following information:

Mission Statement — Each department has formulated a mission statement that presents the "what, for whom, and why" the department exists.

Department Summary — Summary of the department's areas of responsibility and major business activities.

Organizational Chart— Overview of the department's basic organization and positions. _ Goals and Objectives — Departments are comprised of smaller organizational units that allow the department to attain its mission. 0 0
Accomplishments —This section lists a department's achievements over the past fiscal year.

Performance Data —The table provides Key Performance Indicators for the department.

Expenditures by Category — The table provides information on budgeted operating expenditures organized by personnel and maintenance and operations.

Expenditure Summary by Division —These tables provide budgeted expenditures by division.

Capital Improvement Program
This section looks at the City's five-year Capital Improvement Program (CIP), funding sources, project descriptions, and the specific projects being funded in the current budget year.

Other Funds
Debt Service
This section provides a summary of the City's debt service including a detail of obligations due in the coming fiscal year.

Other Funds
This section provides a summary of all other City funds.

Appendix
Schedule of Positions
The Schedule of Positions section includes the titles of the Full Time Equivalent (FTE) positions authorized for each department. A comparative table that provides four years of data is also presented in this section, along with a summary of changes from the prior year amended to the current year adopted.

Glossary of Terms & Acronyms
Budget documents may be difficult to read and may contain terms unfamiliar to the reader. This section covers key terms used throughout the budget document and in the budgeting process in general.

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City of West Covina FY 2022-23 Proposed Budget
Budget Guide
Gann Limit (Inserted Following Approval)
This section includes a copy of the approved Appropriations Limit Calculation Fiscal Year and corresponding Resolution. Article XIIIB of the California Constitution imposes an appropriations limit on units of state and local governments. In response to a perception that government spending was increasing without any controls, the voters passed Proposition 4, "The Gann Initiative," which is now included in the California Constitution as Article XIIIB. This article limits the amount of appropriations (related to tax proceeds) that state or local governments can establish each year.

Budget Resolution (Inserted Following Budget Adoption)
This section includes a copy of the approved budget resolution with exhibit of appropriated funds.

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City of West Covina FY 2022-23 Proposed Budget
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City of West Covina FY 2022-23 Proposed Budget
Financial Policies
Budgetary control is exercised by (1) the annual budget adoption by the City Council (2) formal budgetary integration within the accounting system (3) quarterly financial reports presented to the City Council (4) the encumbrance of estimated purchase/contract amounts prior to the release of purchase orders to vendors (5) properly and adequately documented City Council approved budget adjustments to expenditure appropriations and revenue estimates (6) monthly review of departmental expenditure reports comparing budget to actual amounts and (7) the established review process of carry-overs in which departments are requested to submit justification for any requested purchase order (PO) carryovers.

The City Council approves each year's budget submitted by the City Manager prior to the beginning of the fiscal year. Public meetings are conducted prior to the adoption by City Council. It is the City Council's goal to adopt an annual balanced budget, a budget in which current revenues equal recurring expenditures. The City Manager has authority to adjust the amounts appropriated between the funds and activities of a fund, provided, however, that the total appropriations for each fund may not exceed the amounts provided in the budget resolution. The City Manager is also authorized to approve continuing appropriations at year-end for capital improvement projects and other expenditures previously approved by the City Council.

Budget Amendment Procedures
The City's operating budget may be amended by three methods: 1) purchase order carryovers, 2) administrative carryovers approved by the City Manager, and 3) City Council action. Under all methods where appropriations are increased, funds must be available to match the request.

Administrative Carryovers
At the end of each fiscal year, the Finance department requests that each department review its budget for items or programs for which any planned expenditure is pending. This may include a project, which has been initiated, or an item ordered but not received.

The Finance Director determines the merit of any requests and ensures that adequate funding is available.

Recommendations are then presented to the City Manager, who in turn, determines which requests will be approved. Approved carryover requests increase the department's budget appropriation in the new fiscal year.

City Council Action
Throughout the year, the City Council considers departmental requests for additional appropriations to fund activities not included in the original Adopted Budget.

CIP Carryovers
Every year, staff reviews each capital project and carries forward prior year appropriations for projects that have not been completed or for which long-term funding is being accumulated. The carryovers are handled administratively and are not included as part of the current year CIP Budget. Projects funded in prior years, but not started, are reviewed to determine whether such projects continue to be City Council wssi cmiu Page 21

City of West Covina FY 2022-23 Proposed Budget
Financial Policies
priorities. The budget for any project that has not been started and is no longer a City Council priority is made available for other projects.

The City's cash and investments are reported at fair value. Changes in fair value that occur during a fiscal year are recognized as interest revenue reported for that fiscal year. Interest revenue includes interest earnings, changes in fair value, and any gains or losses realized upon the liquidation or sale of investments.

Cash accounts of all funds are pooled for investment purposes to enhance safety and liquidity while maximizing interest earnings. Interest revenue earned by the pooled investments is allocated to the various funds based on each fund's average monthly cash and investment balance.

In order to prudently protect the fiscal solvency of the City, it is important to maintain some minimum level of reserves. Reserves are important to mitigate the negative impact to revenues from economic fluctuations, to fund unforeseen expenditure requirements, to provide a minimum level of cash investment interest revenue, and to avoid the need to borrow for cash management purposes. The General Fund Reserve is currently slightly above the reserve policy limit of 17% of operating expenditures.

Capital assets (including infrastructure) greater than $5,000 are capitalized and recorded at cost or at the estimated fair value of the assets at the time of acquisition where complete historical records have not been maintained. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend asset lives are not capitalized.

Capital assets include public domain (infrastructure) general fixed assets consisting of certain improvements including roads, curbs and gutters, streets and sidewalks, medians, sewers, and storm drains.

The adoption of the appropriation limit occurs annually to comply with the California Constitution, Article XIIIB (as amended) and Government Code Section 7910. The Gann Limit restricts annual expenditures the City may appropriate. If certain proceeds of taxes exceed allowed appropriations, the excess must either be refunded to the State Controller or refunded to the taxpayers. The City's tax proceeds are projected to be less than the established appropriation limit.

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City of West Covina FY 2022-23 Proposed Budget
Financial Structure
The City provides a full range of services to its citizens. These include police, fire, emergency medical, street construction and maintenance, traffic signalization, parks, recreational, cultural and social, planning, building and safety, economic development, environmental, and general administrative services.

Services are categorized into a departmental structure to afford similarity in services provided.

Departments may receive funding from one or more funds. Through the budget process and ongoing activity, the City Council oversees the operation of the City, and sets forth community priorities and policies to be implemented by the City Manager. The City Manager directs the Department Heads in the administration of City programs and service delivery. The City Manager establishes administrative policies in areas under his purview.

To monitor and evaluate departmental effectiveness, a project -performance program is utilized. Under this program, each department sets forth projects and programs to be undertaken during the fiscal year.

Projects and programs may be one-time (with a specific completion date) or ongoing programs. A listing of each department's projects and programs is submitted at the beginning of the fiscal year as an overview of the department's work program. This information is compiled in • �♦ the budget document and provides a detailed overview of the City's work program for the fiscal year.

The more significant departmental projects and programs provide the basis for the departmental goals and objectives, and workload indicators included in the departmental budgets.

Departmental work programs are updated periodically. Completed projects, completion dates, new projects undertaken, as well as specific actions completed in providing ongoing programs, are established and reviewed. This process provides an ongoing measure of departmental activity and effectiveness in meeting the City Council's priorities.

The City's accounting system is organized and operated on a "fund basis" under which each fund is a distinct self -balancing accounting entity. A fund is "an independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created". Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, legal restrictions, or limitations on the revenue source.

The City's annual operating budget is prepared in conformity with Generally Accepted Accounting Principles (GAAP) and provides for the general operation of the City. The modified accrual basis of accounting is used for governmental fund types and the accrual basis of accounting is used for proprietary fund types. The City Manager is authorized to transfer budgeted amounts between departments to assure adequate and proper standards of service. Budgetary revisions, which increase the combined appropriations in individual funds, must be approved by the City Council. The budgetary level of control is at the departmental level.

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City of West Covina FY 2022-23 Proposed Budget
Financial Structure
City funds are classified into three broad categories:
• Include activities usually
associated with typical or
local government
operations.
• Ex. General Fund, Special
Revenue, Debt Service,
and Capital Improvement
Projects
• Financed and operated in a
manner similar to private
business enterprises,
where the intent is to
recover the cost of
providing goods and
services from user charges.
• Utilized in situations where
the government is acting in
I a fiduciary capacity as a
trustee or agent.

MI kv
Each year, the City Council adopts a Capital Improvement Program (CIP), which identifies all of the major projects to be undertaken to improve facilities and infrastructure within the city. During the fiscal year, a separate CIP document that reflects the current year program and proposes a program of prioritized projects for the next five years is prepared.

Department Heads submit all proposed projects for their department in the foreseeable future, along with their best cost -estimate. The request includes the year a project will commence, any funding sources that may be available with either future sources or ones which might have been previously designated, justification for the project, and on -going costs expected to occur after the project has been completed.

The CIP budget team then compiles the information and presents a draft CIP program to the City Council.

Projects are prioritized, based on City Council and staff input. Additional projects may be approved during the year by City Council action.

Capital projects may be funded from a variety of funds, with the majority of projects funded from restricted funds.

As part of the City's effort to incorporate stronger cost accounting controls and methods, the cost of operating certain departments is allocated to user departments. This process is used to fund those departments that provide inter -departmental services. This allows these departments to operate in a manner similar to an Internal Service Fund.

Allocated departments include fleet maintenance and replacement, insurance costs and workers' compensation. Fleet maintenance is budgeted based on a three-year average of the department's actual service usage and allocated based on actuals. Insurance and worker's compensation are based on projections from the California Joint Powers Insurance Authority (CJPIA). Vehicle replacement is budgeted based on the vehicle or equipment's replacement cost divided by the life of the asset.

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City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
A number of different funds are utilized to account for the City, the Successor Agency to the Former Redevelopment Agency, and the West Covina Housing Authority financial resources. Funds are classified into the following fund types:
• General Fund
■ Special Revenue
■ Debt Service
• Capital Projects
• Proprietary
■ Private Purpose Trust
The City has established multiple funds, under each fund type, to assist in accounting and record keeping for the City and outside agencies.

The General Fund is the City's largest single fund type and is used to account for unrestricted revenues.

The City's General Fund is the main operating fund for non -restricted revenues, such as general taxes and fees. Appropriations may be made from the General Fund for City activities. This fund is used to account for basic City services such as police, fire, recreation, building, planning, and general administration.

Within the General Fund, the City maintains non -spendable (not available) and unassigned (available) reserves that represent the unappropriated fund balance.

The City has established one Debt Service Fund to accumulate assets for the repayment of City long-term debt, which includes outstanding bonds, notes, capital leases and related costs. Funding is accumulated from interest income, developer reimbursements, and transfers from the General Fund and the Successor Agency.

Capital Projects (Fund 160)
The fund was established by the City Council to serve as the source of capital funding for r•' CIP projects which include long-term improvement programs not accounted for in other funds.

Construction Tax (Fund 161)
The Construction Tax Fund receives monies from developers based on the construction of dwelling units in the City. These funds are then used to purchase or construct public facilities, such as street reconstruction, traffic signal modifications, curb and gutter replacements and rehabilitation of park structures and equipment.

Information Technology (Fund 162)
The funds paid into this fund are to be used for information technology capital outlay projects. �si cmiu Page 25
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City of West Covina
FY 2022-23 Proposed Budget
Overview of City Funds
Development Impact Fees (Fund 16x)
The City receives one-time fees on new development to be used to cover costs of capital equipment and infrastructure required to serve new growth. The following funds have been established:
■ Fund 164— Police Impact Fees
■ Fund 165 — Fire Impact Fees
• Fund 166— Park Impact Fees
■ Fund 167—City Administrative Impact Fees
■ Fund 168— Public Works Impact Fees
Park Acquisition (Fund 169)
The funds paid into this fund are to be utilized for new parkland acquisition and the development of new parkland.

Park Dedication Fees (Fund 17x)
The City receives fees from developers to fund recreation facilities. The City has been divided into eight park districts for purposes of collecting revenue. These funds are used for qualified recreational purposes throughout the City. The following Districts have been established:
■ Fund 170 — Park District "A" Del Norte Park
• Fund 171— Park District "B" Palm View Park
■ Fund 172 — Park District "C" Orangewood Park
■ Fund 173 — Park District "D" Walmerado Park 666
• Fund 174 — Park District "E" Cortez Park
• Fund 175 — Park District "F" Galster Wilderness Park
■ Fund 176 — Park District "G" Shadow Oak Park .I
■ Fund 177— Park District "H" Friendship Park
ARPA Local Recovery Funds (Fund 179)
The ARPA Special Revenue Fund accounts for the grant funds received from the American Rescue Plan Act.

Future Street Improvements (Fund 180)
This fund accounts for monies paid in -lieu of street rehabilitation improvements.

Asset Seizure (Funds 116 and 117)
Asset Seizure revenues are received based on the City's participation in drug -related asset seizures. Funds are received from federal and state agencies. These funds are restricted to uses that enhance the police department's activities.

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City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
Air Quality Improvement Trust (Fund 119)
In 1991-1992, the state passed AB 2766, the State's Air Quality Improvement Trust Fund. An increase in motor vehicle license fees collected by the State of California supports this state fund. The City receives a portion of the fees to enhance the City's clean air efforts.

Proposition A (Fund 121)
Under Proposition A, the City receives a portion of the''/: cent sales tax levied in Los Angeles County to provide transportation -related programs and projects. For years the City has sold its Proposition A funds to other cities in exchange for non -restricted General Fund dollars.

Proposition C (Fund 122)
Under Proposition C, the City receives a portion of an additional '/: cent sales tax approved for transportation -related programs in Los Angeles County. The funds may be used for certain capital projects or transportation projects similar to those allowed under Proposition A. Projects include street rehabilitation and reconstruction, traffic monitoring systems, congestion management and planning, bus shelter maintenance, Park -and -Ride lots, the City's shuttle and Dial -A -Ride services and recreational transit services.

Gas Tax (Fund 124)
This fund accounts for State Gas Tax monies received under various state laws. The funds are used to fund the City's street maintenance program. Activities include ongoing minor , r street repairs, upgrades of traffic signals, replacement and installation of new traffic signs 1 r and street painting. Programs are administered through the Community Development 1 r and Public Services Departments.

Police Donations (Fund 127)
This fund accounts for donations received from various private donors to be used on expenditures related to various police programs.

Transportation Development Act (Fund 128)
Transportation Development Act funds are received through the County and may only be used for specific transportation development purposes. These funds are generally used by the City for sidewalk rehabilitation and construction, and the long-term transportation planning efforts within the City.

AB 939 (Fund 129)
This fund accounts for revenues and expenditures of programs implemented to meet the requirements of the California Integrated Waste Management Act of 1989 (AB 939). Revenues are generated through a waste management fee. Programs funded include the development and implementation of a solid waste reduction and recycling project, household hazardous waste disposal project, and solid waste management activities.
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City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
Bureau of Justice Assistance (Fund 130)
This fund accounts for grant revenue provided by the federal Bureau of Justice Assistance (BJA), within the U.S. Department of Justice (DOJ). The Edward Byrne Memorial Justice Assistance Grant (JAG) Program grant funds must be used to hire additional personnel and/or purchase equipment, supplies, contractual support, training, technical assistance, and information systems for criminal justice.

Community Development Block Grant (Fund 131)
This fund accounts for activities of the Community Development Block Grant received from the U.S.

Department of Housing and Urban Development, including monies received from this agency as part of the federal stimulus program.

Alcohol Beverage Control (ABC) Grant (Fund 138)
This fund accounts for grant revenue provided by State of California, Department of Alcohol Beverage Control (ABC). This grant funds a minor decoy, shoulder tap programs and conduct informed merchants preventing Alcohol -Related Crime Tendencies (IMPACT) inspections. These programs target both ABC licensed premises and individuals who furnish alcohol beverages to the underage operators.

Surface Transportation Program (STP) Local (Fund 140)
This fund accounts for federal money received for projects to preserve and improve the conditions and performance on any Federal -aid highway, bridge and tunnel projects on any public road, pedestrian and bicycle infrastructure, and transit capital projects. Caltrans and the Federal Highway Administration must approve projects.

LA County Park Bond (Fund 143 & 210)
These funds account for grant money received through the Los Angeles County Regional Park and Open Space District Grant for projects to improve and rehabilitate parks, recreational facilities, trails, and open space lands.

Waste Management Enforcement Grant (Fund 145)
This fund accounts for the money received from the State of California to help support the local enforcement agent who monitors the local closed landfill.

Senior Meals Program (Fund 146)
This program provides meals to low-income seniors with funding from the United States Department of Agriculture and Area Agency on Aging. The program also receives donations from seniors for the meals served.

Used Oil Block Grant (Fund 149)
The California Integrated Waste Management Board (CIWMB) provides grant funds to cities to promote used motor oil recycling.

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City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
Inmate Welfare (Fund 150)
This fund accounts for any money, refund, rebate or commission received from a telephone call from inmates while incarcerated to meet the requirements of California Penal Code: Part 3; Title 4; Chapter 1; Section 4025. The monies are to be expended for the benefit, education, and welfare of inmates confined within the jail. Any funds that are not needed for the welfare of the inmates may be expended for the maintenance of the jail facilities.

Public Safety Augmentation (Fund 153)
This fund accounts for the permanent extension of the sales tax by %: cent guaranteed under Proposition 172. These revenues are restricted to the enhancement of public safety services. Revenue is allocated based on each qualified county's proportionate share of statewide taxable sales.

COPS/SLESF (Fund 155)
This fund accounts for grant revenue provided by the state to support Community Oriented Policing programs. Funds must be spent on front-line law enforcement services.

USDOJ COVID (Fund 156)
This fund accounts for grant revenue provided by the U.S. Department of Justice (DOJ) The Coronavirus Emergency Supplemental Funding (CESF) grant. Funds must be used for overtime, supplies, and services that are involved in the response to the coronavirus pandemic.

Beverage Container Recycling Grant (Fund 158)
The Beverage Container Recycling Grant provides funds derived from consumer deposits on beverage containers. These funds are to be used for beverage container recycling and litter cleanup activities.

Summer Meals Program (Fund 159)
This fund comes from the Food and Nutrition Service (FNS) of the United States Department of Agriculture, which provides a free lunch to children on weekdays during the summer months.

Maintenance District Funds (Fund 18x)
The City levies special benefit assessments and property taxes upon property within defined districts.

Through the Los Angeles County Tax Collector, assessments are placed on the property owner's annual tax bill. These funds are used to maintain and improve the open spaces within the districts by providing landscape maintenance. Assessment districts currently established in the City include:

Maintenance District #1 (Fund 181)
Maintenance District #2 (Fund 182)
Maintenance District #4 (Fund 184)
Maintenance District #6 (Fund 186)
Maintenance District #7 (Fund 187)

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City of West Covina
FY 2022-23 Proposed Budget
Overview of City Funds
Coastal Sage and Scrub Community Facilities District (Fund 183) This community facilities district was formed to provide for the restoration and ongoing maintenance of sensitive environmental habitat within the development area of a former landfill, including habitat for endangered species such as the California gnatcatcher (Polioptila californica).

Citywide Maintenance District (Fund 188)
This is the City's most significant special assessment fund. Revenue for the fund comes from annual special benefit assessments from property owners who benefit from covered improvements. The Citywide Assessment District provides the majority of funding for the City's street lighting system and street tree program.

Sewer Maintenance (Fund 189)
This fund supports the City's street sweeping program and maintenance of the City's sewer system.

Business Improvement District (Fund 190)
This is an assessment district supported by six of West Covina's automobile dealers to fund the construction, maintenance and operation of a reader board adjacent to Interstate 10.

General Plan Update (Fund 191)
This fund accounts for the General Plan and Zoning Code Update Surcharge which is designated to be used for future plan updates.

Measure W Stormwater (Fund 197)
This fund accounts for the special parcel tax on all property owners in Los Angeles County approved November 2018. This tax raises funds to pay for stormwater projects including the infrastructure and any associated programs to capture, treat and recycle rainwater.

Police Grant Funds (221)
These funds come from federal or state grants to provide funding for various public safety programs.

Charter PEG (Fund 205)
Charter Communications awarded the City a $150,000 Public Education Grant for several years. Due to changes in communications rules, no additional grant revenue is being received. The money remaining in this fund can only be used to make capital expenditures related to the City's Public Access Channel.

OTS (Fund 207)
This fund accounts for grant revenue provided by the State of California, Office of Traffic Safety (OTS). The Traffic Records grant funds must be used to improve the reporting of traffic records, by purchasing and implementing a software solution to computerize and automate 10 reports to the State.

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wui miss,

City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
Art in Public Places (Fund 212)
This fund accounts for development fees paid in lieu of acquisition and installation of approved artwork in a development, with expenditures restricted to acquisition, installation, maintenance and repair of artworks at approved sites.

Homeland Security Grant (Fund 218)
This fund accounts for grant revenue provided by the U.S. Department of Homeland Security. The Homeland Security Program (SHSP) grant funds must be used to replace and update Urban Search and Rescue equipment for technical rescue. Equipment obtained must be available under California Disaster and Civil Defense Master Mutual Aid Agreement in consultation with various agencies.

WC Community Services Foundation (Fund 220)
This fund is used to account for activity of the West Covina Community Services Foundation, a 501(c)(3) non-profit organization.

Measure R (Fund 224)
Under Measure R, the City receives a portion of a % cent sales tax levied in Los Angeles County to provide transportation related projects and programs. The City uses Measure R Funds to provide a variety of transportation services including Dial -A -Ride and the West Covina Shuttle (a fixed route system).

CDBG —Measure R (Fund 225)
This fund accounts for grant revenue provided by U.S. Department of Housing and Urban Development.

Community Development Block Grant Coronavirus (CDBG-CV) funds must be used to prevent, prepare for, and respond to the coronavirus (COVID-19).

Taskforce for Regional Auto Theft Prevention (TRAP) Grant (Fund 233) A regional law enforcement taskforce known as TRAP is funded through vehicle registration fees pursuant to Vehicle Code section 9250.14 (SB-2139). The primary mission of TRAP is to combat auto thefts and spearhead major investigations related to vehicle thefts throughout the Southern California regions.

City Law Enforcement Grant (Fund 234)
This fund accounts for personnel costs that are reimbursable through the Board of State and Community Corrections (BSCC) City Law Enforcement Grant.

Measure M (Fund 235)
Under Measure M, the City receives a portion of a Y2 cent sales tax levied in Los Angeles County to provide transportation related projects and programs. The City uses Measure M Funds for certain capital projects or transportation projects such as street rehabilitation and reconstruction, traffic monitoring systems, and congestion management and planning.
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City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
Measure A (Fund 236)
Under Measure A, the City receives a portion of a 1.5 cent per square foot parcel tax levied in Los Angeles County to help fund new parks and maintain existing ones. The City uses Measure A Funds for certain capital projects related to parks, such as rebuilding restrooms, updating park parking lots, and the purchase of new playground equipment.

SB1 — Road Maintenance Rehab (Fund 237)
Senate Bill (SB) 1, known as the Road Repair and Accountability Act of 2017, increased per gallon fuel excise taxes, increased diesel fuel sales taxes and vehicle registration fees, and provides for inflationary adjustments to tax rates in future years, to address basic road maintenance, rehabilitation and critical safety needs on both state highways and local streets. The City uses SB1 funding for street improvements such as residential road rehabilitation.

Law Enforcement Tabaco Grant (Fund 238)
This fund accounts for grant revenue provided by State of California under Proposition 56. Proposition 56 is the California Healthcare, Research and Prevention Tobacco Tax Act, which raised the tax on cigarettes and other tobacco products. Law Enforcement Tobacco grant funds must be used to fund the salary, benefits, and some overtime for a new "Tobacco" School Resource Officer (SRO) position for an estimated two years.

CA Bureau of Sate Community Corrections (Fund 239)
This fund accounts for grant revenue provided by California Board of State and Community Corrections (BSCC). This grant provides funds for Jailers to attend State approved training for handling inmates with mental health issues.

Measure H (Fund 240)
This fund accounts for funding received and expenditures related to prevent and combat homelessness.

CASP Training (Fund 241)
This fund accounts for funding received and expenditure incurred to support jailer mental health awareness training programs.

Sportsplex (Fund 242)
This fund accounts for activity at the West Covina Sportsplex, a recreation facility which amenities include softball fields, a pavilion, playgrounds, and restaurants.

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City of West Covina
FY 2022-23 Proposed Budget
Overview of City Funds
West Covina Housing Authority (Fund 820)
Under ABX1 26, the housing functions were transferred to the West Covina Housing Authority with the adoption of Resolution No. 2012-11 by the West Covina City Council on January 17, 2012. Accordingly, all rights, powers, duties and obligations related to the housing functions have been assumed by the Housing Authority and it may enforce affordability covenants and perform related activities pursuant to the applicable provisions of the Community Redevelopment Law.

ABX1 26 provides that the non -cash housing assets and obligations of dissolving redevelopment agencies ("RDAs") do not pass to the Successor Agencies formed to wind -down each RDA, but rather to the Housing Successor Agency. As such, decisions regarding such housing assets and obligations are not subject to approval by the Oversight Board of the Successor Agency.

This fund will accumulate loan repayments from homeowners and multi -family housing developers per agreements that were put in place using low- and moderate -income housing funds of the former Redevelopment Agency. Those funds, along with repayment of the Supplemental Educational Revenue Augmentation Fund loans that were previously made by the housing fund of the former Redevelopment Agency, will be used to continue to provide low- and moderate -income housing programs in compliance with state law regarding affordable housing.

Insurance - General and Auto Liability (Fund 361)
Funding for general/auto liability claims, uninsured losses and insurance premiums is provided through a charge on all operating departments based on prior year claims expense.

Insurance - Workers' Compensation (Fund 363)
Funding for workers' compensation is derived from a percentage charge of all salaries with different rates levied for the various employee categories.

Fleet Management (Fund 365)
The Maintenance Division of the Public Works Department operates the fleet management function for the City which oversees the repair and disposal of City vehicles and heavy equipment. Revenue for the fleet management fund is generated through charges to operating departments. Each department that operates assigned vehicles is charged based on the departmental usage of the vehicles. Fleet management costs are reflected in each department's line -item budget.

Vehicle Replacement (Fund 367)
This fund accounts for the replacement of vehicles to update the fleet and save on maintenance costs.

Retirement Health Savings Plan (368)
This fund accounts for the set -aside lump sum benefits for retiring employees.

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City of West Covina FY 2022-23 Proposed Budget
Overview of City Funds
Police Computer Service Group (Fund 375)
This fund accounts for the computer services provided by the Police Department to other public safety agencies for a fee. The programs are marketed to both public and private agencies. The program also provides these products and services to the West Covina Police Department.

Health Department (Fund 376)
This is a new fund for the municipal health department which includes communicable disease prevention, emergency preparedness, environmental health, vital statistics, education, and public health nurse services.

Successor Agency Redevelopment Obligation Retirement (Fund 810) The City's Redevelopment Agency was dissolved as a result of the passage of ABX1 26, and the Successor Agency was subsequently created for the purpose of winding down the affairs of the former Redevelopment Agency. The responsibilities of the Successor Agency are to (1) continue to make payments on the outstanding debt of the former Redevelopment Agency for items that are deemed to be "enforceable obligations", and (2) wind down the activities of the Redevelopment Agency through the sale and disposition of assets and properties. The Successor Agency will receive allocations of property tax increment in amounts determined by the State Department of Finance (DOF) and deposited into the Redevelopment Property Tax Trust Fund (RPTTF) bythe county. Those RPTTF allocations will then be used to pay the enforceable obligations.

Successor Agency Administration (Fund 815)
This fund is for all allowable administrative expenses of the Successor Agency, including salaries and benefits, legal costs, appraisals, consultants, and other administrative and overhead charges as well as support costs incurred for the Oversight Board. The Successor Agency receives an annual amount equal to 3% of the RPTTF allocation approved for payment of enforceable obligations.

CFD Debt Service (Fund 853)
This fund was established as part of the Fashion Plaza Expansion Project of the former Redevelopment Agency for issuing bonds to assist in the expansion of the leasable square footage and parking facilities of a regional shopping mall. The fund collects revenues from a special tax assessment on the property, as well as sales and property tax increment revenues generated on the property. Those revenues are used to service the principal and interest payments, and related costs of the outstanding bonds.

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City of West Covina
FY 2022-23 Proposed Budget
Fund Matrix by Department
State & Federal Asset Forfeitures
✓
Air Quality Improvement Trust
.
✓
Proposition "A" & "C"
✓
✓
State Gas Tax
✓
A
✓
✓
Police Donations
✓
Transportation Development Act
✓
AB 939
✓
✓
Community Development Block Grant
✓
✓
.
✓
✓
Surface Transportation Program Local
✓
LA County Park Bond
.
✓
✓
Waste Mgt Enforcement - Grant
✓
Senior Meals Program
_
✓
Used Oil Block Grant
✓
Inmate Welfare
✓
Public Safety Augmentation
✓
Comm. Oriented Policing Services (COPS)
✓
Beverage Container Recycling Grant
✓
Summer Meals Program
✓
Maintenance Districts #1, #2, #4, #6, #7
✓
✓
Coastal Sage Scrub Comm. Facilities District
✓
✓
Citywide Maintenance District
✓
✓
Sewer Maintenance
✓
✓
✓
Auto Plaza Improvement District
✓
Charter PEG
✓
Art In Public Places
✓
WC Community Services Foundation
✓
✓
✓
✓
Police and Law Enforcement Grants
✓
Taskforce for Reg. Autotheft Prev. Grant
✓
Measure A, M, & R
✓
✓
Senate Bill 1 - Road Maintenance Rehab
✓
West Covina Housing Authority
✓
✓
Capital Projects
✓
✓
✓
✓
Construction Tax
✓
✓
Information Technology
✓
Police Impact Fees
✓
Fire Impact Fees
✓
Park Impact Fees
✓
✓
City Administrative Impact Fees
✓
Public Works Impact Fees
✓
Park Acquisition
✓
✓
Park Dedication Fees "A" -" H"
✓
✓
Debt Service - City
✓
General & Auto Liability & Workers' Comp.
✓
Fleet Mgmt. & Vehicle Replacement
✓
Retirement Health Savings Plan
✓
Police Computer Service Group
✓
Redevelopment Obligation Retirement
✓
Successor Agency Administration
✓
Community Facilities District Debt Service
✓

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City of West Covina FY 2022-23 Proposed Budget
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City of West Covina FY 2022-23 Proposed Budget
City Profile
The City of West Covina was incorporated in 1923 to prevent the City of Covina from establishing a sewage farm within the current city boundaries. The 507 residents of the area were mostly citizens who banded together to maintain local control of their land and were more interested in preventing the establishment of a sewage facility than in creating a city.

Walnut groves and orange groves continued to flourish during the following decades. The population in 1930 was 769 and blossomed to 1,549 in 1940. As a result of remarkable expansion during the post World War II building boom, West Covina became America's fastest growing city between 1950 and 1960, with the population increasing 1,000 percent from less than 5,000 to more than 50,000 citizens. The last two decades have continued to demonstrate steady growth. The number of residents expanded to a total of 96,242 as of the 1990 Census.

Looking east on
1-10/Hwy 99 in West
Covina
1938 Today
The City of West Covina began the second half of the 20th century with exciting new developments and projects. The City Hall and Police facility were built in 1969 as the first phase of an example of a Joint Powers Authority in the County of Los Angeles. The Civic Center Joint Powers Authority, consisting of the County of Los Angeles and the City of West Covina, also completed a three -level parking structure in the Civic Center complex. The Civic Center complex includes the Los Angeles County Regional Library and the Citrus Municipal Court building and the City offices.

Incorporation
America's Fastest
Growing City
City Hall & Police
Facility Built
Mall Renovated
The first Redevelopment Agency project included a regional shopping center, the West Covina Fashion Plaza, with three major department stores and 150 shops in an air-conditioned, enclosed mall. It also included the revitalization of the older sections of the shopping center. The Fashion Plaza has provided the citizens of the San Gabriel Valley with convenient access to all shopping Plaza West Covina needs. In 1991 the mall was renovated adding a food court and additional Opened shops, as well as the redecorating of the entire mall. The mall was renamed ' "The Plaza at West Covina." The Plaza opened a new 100,000 square foot wing in October 1993 featuring 50 new stores including a new Robinson's-May and interior renovation throughout The Plaza.

The Redevelopment Agency's efforts have also resulted in several major office buildings in the City, such as "The Lakes," in addition to two new community shopping centers, freestanding retail developments, restaurants, residential projects, and the Auto Plaza. West Covina looks forward to additional residential and commercial development during the coming decade as it continues to serve as one of the most progressive cities in the San Gabriel Valley.

PfSI fNIG Page 37

City of West Covina FY 2022-23 Proposed Budget
City Profile
nnerican Race
Indian White alone
1% 11%
Black or African
American
5%
Hispanc or
Latino
53%
Asian alone
30%
Native Hawaiian or
Other Pacific Islander
0%
2015
2,680,000
24,844

8.2%
2016
2,705,736
25,096

6.4%
2017
2,737,892
25,293

5.2%
2018
2,916,516
26,975

4.6%
2019
3,053,619
28,807

4.4%
2020
3,173,022
30,050

13.1%
Population
N 120 107 107 108 108 108 108 108 108 106 110
m 100
f 80
60 — — — — —
40 20
0 =
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

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City of West Covina FY 2022-23 Proposed Budget
City Profile
Plaza West Covina LLC
$ 276,723,444
1 2.18%
GREF Eastland Center LP
187,719,035
2 1.48%
Colony at the Lakes
176,679,227
3 1.39%
624 South Glendora Avenue Owner LLC
75,430,010
4 0.59%
Walnut Ridge Apartments LP
61,873,914
5 0.49%
TPA Nasch LLC
59,189,641
6 0.47%
Envision WC MB RE LLC
52,481,550
7 0.41%
Sunset Figueroa LLC ET AL
46,695,740
8 0.37%
Francisquito Avenue Fee Owner LLC
45,627,749
9 0.36%
Francisquito Avenue Fee Owner LLC
44,324,100
10 0.35%

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Residents of West
Covina
City Clerk City Council
(Elected) 0 (Elected)
City Attorney
City Manager
Assistant City Manager/
Director of Public
Services
City Clerk's Office
Human Resources/
Risk Management
Police
City Treasurer
(Elected)
Assistant City Manager/
Director of Community
Development
Finance
Fire

City of West Covina FY 2022-23 Proposed Budget
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City of West Covina FY 2022-23 Proposed Budget
City Council Goals 2022
Goal setting helps an organization determine where it is going over the next year and 0^ beyond, how the organization is going to get there, and provides a path to get there, G allowing for measurable achievements that confirm if we reached our goal or not. This is the City's "Game Plan" for the future of the City. Goal setting helps the City manage public dollars and resources prudently by anticipating community needs, problems and concerns. Goals -based planning starts with focus on the organization's vision and values, then the selection of projects and programs to meet and achieve the goals. The following goals were approved by Council in January.
■ Respond to the Global COVID-19 pandemic.
- Execute agreements for supplemental ambulance transport services - Execute cooperative agreements for COVID-19 testing.
■ Seek provisional approval from the California Department of Public Health (CDPH) for municipal health department. Required services are identified in Attachment A and include communicable disease prevention, emergency preparedness, environmental health, and 3 others (vital statistics, education, and public health nurse) as identified by the City's Community Health Assessment. - Submit a letter of intent to CDPH describing rationale and need for forming a new Local Health Department, and proof that baseline requirements are met. - Prepare a Community Health Needs Assessment, a Community Health Improvement Plan (CHIP), a Feasibility Study and possibly similar studies as may be required by the Public Health Accreditation Board (PHAB).
- Prepare memorandum of understanding or contract with county/other organization for services or staff that will be contracted out.
- Prepare timeline, budget, and staffing information for service provision (including credential/job description for required staff and Local Health Officer (LHO). • Acquire and implement the use of body -worn cameras; Implement body -worn cameras to record interactions between community members (e.g., the public, suspects, and victims) and law enforcement officers.
• Annual Police Department Review; Intended to increase accountability and transparency. ■ Save lives and protect property by purchasing needed Fire Department emergency vehicles, Including two (2) rescue ambulances, three (3) fire pumper engines, and one (1) fire ladder truck.
■ Develop an Emergency Management Program, Community Emergency Response Team, Emergency Operations Center, and Disaster Preparedness and Hazard Mitigation plans.
• Conduct the bi-annual canvass for pet licenses.

PfSI (NB1 Page 43

City of West Covina FY 2022-23 Proposed Budget
City Council Goals zozz
• In March 2017, voters in Los Angeles County approved Measure H, a''/. percent increase to the sales tax rate to provide an ongoing revenue stream - an estimated $355 million per year for ten years — to fund services, rental subsidies, and housing.
- Secure external funding, including San Gabriel Valley Housing Trust funds. - Partner with area cities on a regional response to inadequacies of existing Measure H program. ■ Bring all City facilities to standard.
- Implement a SCE Rule 20A project to convert overhead electricity equipment to underground facilities.
- Address deferred maintenance at the Sportsplex:
• Softball and soccer field repairs
• Stadium facades
■ Spectator seating
• Roofs - buildings and soccer field
• HVAC, Wi-Fi, phones, and cameras
■ Methane monitoring, and fire protection systems
■ Additional restrooms
• Playground equipment
■ Paint buildings inside and out
■ Parking lot/lighting repairs
- Update public restrooms guaranteeing residents and employees have access to clean and working facilities.
- Improve the aesthetics of medians (with landscaping, irrigation & electricity) along major corridors.
- Install City entry signs.
- Update and maintain playgrounds.
- Install lighting on Glendora Avenue, contributing to the area's unique sense of place. - Identify potential projects for inclusion in the Capital Improvement Plan. - Verify structural integrity of city hall and civic center parking structure ■ Improve recreational and park opportunities in the community:
- Dog park
- Picnic areas
- Resurface tennis courts,
- Skate park, lighting and seating
- Galster Park trail project.
■ Work closely with residents, businesses, and partners to promptly distribution of information and resources.
- Update and maintain the city website.
- Publish quarterly "Discover" newsletter and prepare the annual "State of the City" report. ■ Implement energy efficiency measures.

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wui curs.

City of West Covina FY 2022-23 Proposed Budget
City Council Goals zozz
— Identify funding for further energy efficiency projects and upgrades, including electric vehicle charging stations.
• Implement the City's Active Transportation Plan.
— Pursue alternative traffic management systems.
— Install Council -approved traffic measures.
— Implement the annual street paving program. MM
■ Make the community more verdant by implementing the master plan of street trees - paying particular attention to areas near schools and bus stops. • Assess and upgrade City's sewer collection system, as necessary. • Keep Regulatory Compliance with Changing State and Federal regulations and laws (e.g., SB 1383, SB 9, CalRecycle, Department of Toxic Substances Control, State Housing and Community Development).
• Pursue external Partnerships and Grants.
— Reinforce the Library's role in the community as a civic and cultural center, a hub for public information and services, and an institution of literacy, innovation, and lifelong learning.
— Actively participate in the San Gabriel Valley Council of Governments,y�� which serves as a unified voice to maximize resources and advocate for regional interests to improve the quality of life in the San Gabriel Valley. — Partner with local school districts to provide a safe environment affording all students access to a high -quality, well-rounded curriculum rich in meaning and rigorthat inspires lifelong learning and career participation, critical thinking and problem -solving, informational literacy, and positive contributions to society. • Maintain and monitor the City's fiscal health
— Implement State Auditor's fiscal recovery and fiscal recovery plans. — Nurture local businesses and attract non -retail jobs. — Implement appropriate funding for landscape maintenance districts. — Review & update contracts for waste hauling, towing and facility use. — Adopt new purchasing policies.
— Update fee schedule. .'
— Install new financial management system.
■ Adopt MOUs with all employee labor associations.
• Update City Personnel Rules
• Review and update City policies, including Community Services facility use policies, to evaluate operations, improve safety and quality of customer experience, administrative efficiency, and secure regulatory compliance.
• Employ known principles of risk management to address action items identified in the City Risk Management Evaluation.
• Make changes in ways the City conducts its business ensuring the needs of the City are met.

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City of West Covina FY 2022-23 Proposed Budget
City Council Goals 2022
■ Continue work on a comprehensive revision of the City's Zoning Ordinance. (In May 2021, the City Council retained KTGY Group to reflect efficient development regulations and processes and State law - the update is scheduled to be completed in 2023). • Update Permit Software.
■ Continue marketing efforts to expand and retain the business base. • Work with property owners to promote development in the community. ■ Focus efforts of the City's Community & Economic Development Division on economic recovery and tourism through continued relationship building, research, and advocacy of development.
■ Examine the feasibility of an EIFD, which is designed to leverage tax increment financing from the City, and potentially the County of Los Angeles. • Reinforce West Covina's brand as a great place to live, work and play in the San Gabriel Valley. • Expand the lineup of community events.
■ Re-evaluate opportunities to weave the arts and local heritage into everyday life. AWPA ■ Host and co -host events with community partners.
• Develop a master calendar of community and city -sponsored events. • Review recreational opportunities at the equestrian center.

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City of West Covina
FY 2022-23 Proposed Budget
Citv-Wide Summ
Revenue
Property Tax
38,405,653
40,711,032
45,556,800
46,007,228
44,955,200
(601,600)
Sales Tax
17,033,647
20,412,164
15,900,000
22,800,000
23,142,000
7,242,000
Other Taxes
19,229,837
19,069,959
18,458,400
19,343,541
17,948,500
(509,900)
Capital Assets
-
11,250
-
25,564
-
-
ChargesForService
13,055,204
12,852,470
12,163,100
14,143,851
13,737,820
1,574,720
Fees
44,074
61,663
-
64,189
64,200
64,200
Fines & Forfeitures
873,497
1,183,233
608,000
1,021,700
1,023,290
415,290
Intercept Charges
8,501,438
6,259,912
6,781,700
7,192,700
6,248,060
(533,640)
Licenses & Permits
1,549,155
2,389,979
1,964,100
3,544,873
3,633,599
1,669,499
Other Revenues
4,046,413
216,704,235
422,300
606,205
205,270
(217,030)
Revenue From Other Agencies
14,503,804
12,715,513
26,252,400
37,141,363
13,364,791
(12,887,609)
Sales
1,312,905
758,120
416,400
504,599
645,000
228,600
Use of Money & Property
4,083,630
1,349,305
1,678,600
1,289,196
1,562,040
(116,560)
Revenue Total
122,639,258
334,478,835
130,201,800
ss•
126,529,770
(3,672,030)
Expenditures
Materials & Services
41,255,867
46,155,205
31,276,100
32,618,469
31,573,264
297,164
Allocated Costs
5,822,911
4,172,096
4,180,100
4,008,982
4,199,297
19,197
Capital Assets
5,753,822
5,028,828
38,752,200
47,251,988
15,551,514
(23,200,686)
Salaries & Benefits
60,271,046
61,644,188
45,813,500
53,166,913
56,702,459
10,888,959
Debt Service
10,422,820
15,606,004
20,924,900
21,333,710
20,423,944
(500,956)
City -Wide Revenue
Intercept Licenses & Other
Charges... Permits Revenues
3% 3%
Revenue From
Other Agencies
11%
Charges For
Service
11%
Other
Taxes
14%
Property
Tax
35%
Sales Tax
18%
City -Wide Expenditures
Allocated
Debt
Costs Capital
Service
3% Assets
16%
12%
Materials
b
& Services
25 Salaries &
Benefits
44%

Page 47 ends

City of West Covina
FY 2022-23 Proposed Budget
Citv-Wide Summary by Fund
Revenue
General Fund
70,777,250
74,181,633
67,683,000
77,710,979
79,749,315
12,066,315
Special Revenue
28,588,886
27,028,459
28,966,400
31,939,633
26,670,915
(2,295,485)
Private Purpose Trust Funds
13,330,168
11,996,738
17,061,800
17,058,128
13,779,510
(3,282,290)
Internal Service Funds
7,536,766
5,426,882
5,433,300
5,844,300
5,052,260
(381,040)
Enterprise Fund
1,312,905
758,120
416,400
504,679
1,110,080
693,680
Capital Projects
696,664
10,906,989
10,585,900
20,590,495
130,900
(10,455,000)
Debt Service
396,619
204,180,014
55,000
36,795
36,790
(18,210)
Expenditures
General Fund
68,954,513
69,487,292
54,031,900
60,338,649
63,907,715
9,875,815
Special Revenue
21,564,450
21,245,252
32,524,900
36,599,624
34,262,899
1,737,999
Private Purpose Trust Funds
16,657,481
14,472,483
10,558,900
10,554,161
5,252,328
(5,306,572)
Internal Service Funds
11,011,679
17,169,273
4,905,900
5,903,885
4,877,865
(28,035)
Debt Service
3,762,725
8,478,021
14,524,300
14,933,110
15,258,000
733,700
Enterprise Fund
1,230,639
475,671
191,700
201,389
642,831
451,131
Capital Projects
344,980
1,278,331
24,209,200
29,849,244
4,248,840
(19,960,360)
City -Wide Revenue
Internal Enterprise Capital
Service Fund Projects
Private
Purpose
Trust
Funds
11%
Special
Revenue
21%
A
ice
6 General
Fund
63 %
City -Wide Expenditures
Private Internal Capital
Purpose Service Projects
Trust Funds 31Y Enterprise
A- /- _ F d
4%
Debt
Service
12%
Special
Revenue
27%
un
0%
General
Fund
50%

Page 48 ends

City of West Covina FY 2022-23 Proposed Budget
Summary of All Funds
Fund Estimated Projected 2022-2023 Fund
Balance Estimated Projected Projected
07/01/2022 Revenue Expenditures (Out) (Deficit) 06/30/2023 General Fund
110 General Fund 24,139,311 79,749,315 63,907,715 (15,325,255) 516,345 24,655,656 Special Revenue Funds N
116 State Asset Forfeiture 279,544 170 - - 170 279,714
117
Drug Enforcement Rebate
4,519,725
504,890
2,095,729
- (1,590,839)
2,928,886
119
Air Quality Improvement Trust
272,809
138,910
402,000
- (263,090)
9,719
121
Prop
682,889
2,242,220
2,148,400
- 93,820
776,709
122
Prop C
1,500,721
1,921,880
2,323,529
- (401,649)
1,099,072
124
Gasoline Tax
1,106,947
3,063,915
4,112,401
- (1,048,486)
58,361
127
Police Donations
37,910
60 1,000
- (940)
36,970
128
Transportation Development Act
-
70,000
70,000
- -
-
129
AB 939
1,068,671
282,530
78,612
- 203,918
1,272,589
130
Bureau of Justice Asst.
9,772
-
-
- -
9,772
131
Community Dev. Block Grant
(399,266)
800,000
246,837
- 553,163
153,897
140
STP Local
1,317
-
-
- -
1,317
143
LA County Park Bond
-
19,350
19,350
- -
-
145
Waste Mgt Enforcement Grant
1,001,121
16,040
115,700
- (99,660)
901,461
146
Senior Meals Program
129,321
202,100
314,872
- (112,772)
16,549
149
Used Oil Block Grant
17,426
-
14,700
- (14,700)
2,726
150
Inmate Welfare
10,947
1,500
1,500
- -
10,947
153
Public Safety Augmentation
412,867
836,610
821,045
- 15,565
428,432
155

COPS/SLESF
358,747
271,130
627,518
- (356,388)
2,359
158
CRV Recycling Grant
122,961
28,000
28,000
- -
122,961
179
ARPA Local Fiscal Recovery Funds
404,285
-
(1)
- 1
404,286
181
Maintenance District 41
3,273,980
656,930
343,080
- 313,850
3,587,830
182
Maintenance District#2
832,087
258,250
159,891
- 98,359
930,446
183

WCCSSCFD
455,250
690
66,880
- (66,190)
389,060
184
Maintenance District#4
2,270,104
3,350
1,160,285
- (1,156,935)
1,113,169
186
Maintenance District#6
271,780
380
179,271
- (178,891)
92,889
187
Maintenance District#7
392,289
560
178,596
- (178,036)
214,253
188
Citywide Maintenance District
808,766
2,052,280
2,188,227
- (135,947)
672,819
189
Sewer Maintenance
6,657,721
3,769,530
4,507,951
- (738,421)
5,919,300
190
Auto Plaza Improvement District
(58,261)
115,870
62,264
- 53,606
(4,655)
191
General Plan Update
537,260
-
500,000
- (500,000)
37,260
197
Measure W Stormwater
1,290,820
1,398,300
290,200
- 1,108,100
2,398,920
205
PEG Fund
12,937
20 -
- 20
12,957
207
OTS Grants
87 47,000
19,120
- 27,880
27,967
208
Justice Assistance Grant
-
100,000
100,000
- -
-
212
Art In Public Places
298,080
250
199,998
- (199,748)
98,332
220
WC Community Svcs Foundation
360,156
-
317,537
- (317,537)
42,619

Page 49 ends

of West Covina
ProposedCity
FY 2022-23
Summary of All Funds
Estimated Projected Projected
Fund Estimated Projected 2022-2023 Fund
Balance 2022-2023 2022-2023 Tranfers In Surplus Balance 07/01/2022 Revenue Expenditures (Out) (Deficit) 06/30/2023 r rr 1,554,410 r
225 D.
„r 765,440
232 Non -Federal Grants
- rr rrr rr rrr
233
Taskforce Reg. Autotheft Prev.
8 215,000
214,317
-
683
691
235
Measure M
4,875,080
1,539,700
1,932,599
-
(392,899)
4,482,181
236
Measure
-
408,000
-
-
408,000
408,OD0
237
SB3- Road Maintenance Rehab
4,099,543
2,422,458
3,645,077
567,200
(655,419)
3,444,124
238
Law Enforcement Tobacco Grant
-
173,082
173,082
-
-
-
239
CA Bureau of State Comm. Corr.
2,088
-
-
-
-
2,088
240
Measure H
-
50,000
50,0DD
-
-
-
241
GASP Certification&Training
83,459
-
-
-
-
83,459
242
Sportsplex
-
413,830
594,378
180,548
-
-
820
Successor Housing Agency
22,998,092
22,790
1,139,103
-
(1,116,313)
21,881,779

FUNDSTOTAL SPECIAL REVENUE
Capital Project Funds
160 Capital Projects
5,350,394
r.
-
3,859,999
800,000
(3,059,999)
,.
2,290,395
161
Construction Tax
334,125
440
20,OD0
-
(19,560)
314,565
162
Information Technology
248,782
64,200
88,842
-
(24,642)
224,140
164
Police Facilities Dev. Impact Fees
156,649
14,600
150,000
-
(135,400)
21,249
165
Fire Facilities Dev. Impact Fees
38,276
-
-
-
-
38,276
166
Park Facilities Dev. Impact Fees
135,447
44,000
130,000
-
(86,000)
49,447
167
Admin. Facilities Dev. Impact Fees
26,687
2,600
-
-
2,600
29,287
168
PW Facilities Dev. Impact Fees
11,861
-
-
-
-
11,861
169
Park Acquisition Fund
2,055,325
3,840
-
-
3,840
2,059,165
172
PDF C Orangewood - Ca
285,725
570
-
-
570
286,295
173
PDF D Walmerado-Cam.
4,299
20 -
-
20 4,319
174
PDF E-Cortez
46,132
100
-
-
100
46,232
175
PDF F- Gal-Wogrov-Cam
310,732
530
-
-
530
311,262
180 Future Street Improvements
Debt Service Fund 1
300 Debt Service -City
Internal Service Funds
361 Self Insurance General/Auto Liab
231,250
19,527,465
92,092
-
36,790
2,201,600
-
15,258,000
1,650,0D0
-
15,410,158
-
-
188,948
551,600
231,250
19,716,413
643,692
363
Self -Insurance Workers' Comp
2,757,334
1,375,395
1,378,0D0
-
(2,605)
2,754,729
365
Fleet Management
298,959
1,474,865
1,474,865
-
-
298,959
367
Vehicle Replacement
506,181
-
375,OD0
-
(375,000)
131,181
368 Retirement Health Savings Plan
Enterprise Funds
375 Police Enterprise
345,768
341,619
400
645,080
-
241,831
-
-
400
403,249
346,168
744,868
376
Health Department
-
465,000
401,000
-
64,000
64,000

Page 50 ends

City of West Covina FY 2022-23 Proposed Budget
Summary of All Funds
Private Purpose Trust Funds
810 Redevelopment Obligation Ret. 10,948,003 13,002,110 - (1,432,558) 11,569,552 22,417,555 811 Successor Agency Merged DS (1,589,147) - - - - (1,589,147) 815 Successor Agency Admin. (254,427) - 49,907 (200,093) (250,000) (504,427) 853 CFD Debt Service 12,053,833 777,400 5,202,421 - (4,425,021) 7,628,812

Page 51 ends

City of West Covina FY 2022-23 Proposed Budget
Fund Balance
The term "Fund Balance" is used to describe the difference between assets (what is owned) and liabilities (what is owed) reported within a fund. The City has five components to its fund balance:

Inherently
nonspendable
Restricted Committed
Self-imposed
limitations on
use
Limitation
resulting from
intended use
Residual net
resources
The City's Fund Balance policy requires a minimum unassigned fund balance of at least 17% of General Fund operating expenditures. At the end of the fiscal year, the annual excess revenue over expenditures in theGeneral Fund is allocated as follows: 25% stays in General Fund reserves, 50% is transferred to the Capital Projects Fund, and 25% goes to pay down Other Post Employment Benefits (OPEB) liability. If the reserve level ever falls below 17%, the City must amend this policy with a plan to rebuild it within three years.

Nonspendable 6,982,268 9,952,978 8,976,583 7,086,958 4,009,651 3,007,802 3,007,802 Restricted - - - 7.650 9.440 11.000 13.000
Unassigned
14,119,078
11,979,653
9,884,913
12,580,716
21,468,986
21,120,510
21,634,855
Total
Percent Change
-5%
5%
-14%
3%
30%
-5%
2%
All other governmental funds:'
Nonspendable
4,980,450
110,833
99,167
82,420
-
-
-
Restricted
45,082,696
49,600,866
57,840,755
64,044,695
92,198,163
87,428,039
80,514,810
Assigned
2,820,665
2,004,895
1,107,138
1,786,815
9,687,492
5,350,394
2,290,395
Unassigned
(1,100,860)
(710,218)
(692,305)
(1,158,958)
(228,169)
-
-
Total
0r.
r
:0
Percent Change
-15%
-1%
14%
11%
57%
-9%
-11%
Percent Change -13% 1% 6% 9% 51% -8% -8%
Summary of Maior Changes
The City issued pension obligation bonds in
2020 lowering the City's UAL pension
payments and increasing its General Fund
Balance end of FY 2021.

The City received $19M in federal ARPA
funds between FYE 2021 and FYE 2022.

General Fund Fund Balance is expected to
be level next fiscal year.

The City will be utilizing special revenue
and CIP funds to invest in its infrastucture
and facilities bringing down fund balances
in other governmental funds.

General Fund Fund Balance
30 c
q 25
20 15
10 5
FYE'17 FYE'18 FYE'19 FYE'20 FYE'21 FYE'22 FYE'23
■ Nonspendable ■ Restricted ■ Assigned ■ Unassigned

Page 52 ends

City of West Covina
FY 2022-23 Proposed Budget
in Fund Balance
General Fund
110 General Fund 25,488,076 24,139,311 24,655,656 516,345 Special Revenue Funds
116 State Asset Forfeiture
179,428
,
279,544
279,714
,
170
117
Drug Enforcement Rebate
5,579,319
4,519,725
2,928,886
(1,590,839)
119
Air Quality Improvement Trust
487,795
272,809
9,719
(263,090)
120
Integrated Waste Management
-
-
-
-
121
Prop A
498,668
682,889
776,709
93,820
122
Prop C
1,540,506
1,500,721
1,099,072
(401,649)
124
Gasoline Tax
1,271,402
1,306,847
58,361
(1,048,486)
127
Police Donations
35,447
37,910
36,970
(940)
128
Transportation Development Act
(60,457)
-
-
-
129
AB 939
876,926
1,068,671
1,272,589
203,918
130
Bureau of Justice Asst.
-
9,772
9,772
-
131
Community Dev. Block Grant
-
(399,266)
153,897
553,163
133
Safer Grant
-
-
-
-
138
ABC Grant
-
-
-
-
140
STP Local
(28,146)
1,317
1,317
-
143
LA County Park Bond
-
-
-
-
145
Waste Mgt Enforcement Grant
1,035,081
1,001,121
901,461
(99,660)
146
Senior Meals Program
95,009
129,321
16,549
(112,772)
149
Used Oil Block Grant
17,426
17,426
2,726
(14,700)
150
Inmate Welfare
10,938
10,947
10,947
-
153
Public Safety Augmentation
368,411
412,867
428,432
15,565
155

COPS/SLESF
637,476
358,747
2,359
(356,388)
156

USDOI COVID
-
-
-
-
158
CRV Recycling Grant
122,961
122,961
122,961
-
159
Summer Meals Program
-
-
-
-
179
ARPA Local Fiscal Recovery Funds
-
404,285
404,286
1 181
Maintenance District#1
2,957,334
3,273,980
3,587,830
313,850
182
Maintenance District#2
752,859
832,087
930,446
98,359
183

WC CSS CFD
405,651
455,250
389,060
(66,190)
184
Maintenance District#4
2,147,449
2,270,104
1,113,169
(1,156,935)
186
Maintenance District#6
246,883
271,780
92,889
(178,891)
187
Maintenance District#7
352,439
392,289
214,253
(178,036)
188
Citywide Maintenance District
1,223,144
808,766
672,819
(135,947)
189
Sewer Maintenance
8,882,135
6,657,721
5,919,300
(738,421)
190
Auto Plaza Improvement District
(109,936)
(58,261)
(4,655)
53,606
191
General Plan Update
537,260
537,260
37,260
(500,000)
197
Measure W Stormwater
1,130,118
1,290,820
2,398,920
1,108,100
205
PEG Fund
28,743
12,937
12,957
20

Page 53 ends

City of West Covina FY 2022-23 Proposed Budget
Changes in Fund Balance
Audited Estimated Projected Projected Change in
Fund Balance Fund Balance Fund Balance Fund Balance
6/30/2021 6/30/2022 06/30/2023 6/30/2023
r . ::r
210 LA County Grant -1st District
212
Art In Public Places
297,823
298,080
98,332
(199,748)
218
2006 Homeland Security Grant
(78,030)
-
-
-
220
WC Community Svcs Foundation
306,357
360,156
42,619
(317,537)
221
Police Private Grants
-
-
-
-
224
Measure R
3,310,521
3,015,344
2,818,834
(196,510)
225

CDBG - R
-
-
-
-
231
Advanced Traffic Mgt System
-
-
-
-
233
Taskforce Reg. Autotheft Prev.
5,488
8 691
683
234
City Law Enforcement Grant Fund
-
-
-
-
235
Measure M
4,048,091
4,875,080
4,482,181
(392,899)
236
Measure
-
-
408,000
408,000
237
SBl- Road Maintenance Rehab
4,454,515
4,099,543
3,444,124
(655,419)
238
Law Enforcement Tobacco Grant
-
-
-
-
239
CA Bureau of State Comm. Corr.
2,088
2,088
2,088
-
240
Measure H
(57,776)
-
-
-
241
CASP Certification & Training
83,459
83,459
83,459
-
242
Sportsplex
-
-
-
-
820 Successor Housing Agency
Capital Project Funds
160 Capital Projects
24,008,322
9,687,492
22,998,092
5,350,394
21,881,779
2,290,395
(1,116,313)
(3,059,999)
161
Construction Tax
259,736
334,125
314,565
(19,560)
162
Information Technology
214,593
248,782
224,140
(24,642)
164
Police Facilities Dev. Impact Fees
131,039
156,649
21,249
(135,400)
165
Fire Facilities Dev. Impact Fees
7,210
38,276
38,276
-
166
Park Facilities Dev. Impact Fees
306,914
135,447
49,447
(86,000)
167
Admin. Facilities Dev. Impact Fees
22,113
26,687
29,287
2,600
168
PW Facilities Dev. Impact Fees
9,930
11,861
11,861
-
169
Park Acquisition Fund
2,251,480
2,055,325
2,059,165
3,840
170
PDF A - Del Norte
-
-
-
-
171
PDF B Palm View
-
-
-
-
172
PDF C Orangewood - Ca
670,253
285,725
286,295
570
173
PDF D Walmerado-Cam.
29,274
4,299
4,319
20 174
PDF E - Cortez
42,232
46,132
46,232
100
175
PDF F- Gal-Wogrov-Cam
310,202
310,732
311,262
530
176
PDF G-5.O./Ging/Shakes
-
-
-
-
177
PDF H - Friendship
-
-
-
-
180
TOTAL
Future Street Improvements
.FUNDS
231,250
231,250
231,250
-
Page
54 �'7
az

City of West Covina FY 2022-23 Proposed Budget
Changes in Fund Balance
Debt Service Fund
300 Debt Service - City
TOTAL:r
19,899,380
19,527,465
19,716,413
188,948
Internal Service Funds
360 Self Insurance Uninsured Loss
-
-
-
-
361 Self Insurance General/Auto Uab
17,092
92,092
643,692
551,600
363 Self -Insurance Workers'Comp
2,555,596
2,757,334
2,754,729
(2,605)
365 Fleet Management
355,682
298,959
298,959
-
367 Vehicle Replacement
506,181
506,181
131,181
(375,000)
368 Retirement Health Savings Plan
345,368
345,768
346,168
400
TOTAL000
Enterprise Funds
375 Police Enterprise
38,329
341,619
744,868
403,249
376 Health Department
-
-
64,000
64,000
Private Purpose Trust Funds
810 Redevelopment Obligation Ret.
5,143,404
10,848,003
22,417,555
11,569,552
811 Successor Agency Merged DS
(1,589,147)
(1,589,147)
(1,589,147)
-
815 Successor Agency Admin.
-
(254,427)
(504,427)
(250,000)
853 CFD Debt Service
10,773,938
12,053,833
7,628,812
(4,425,021)
TOTAL• r

Page 55 ends

City of West Covina
FY 2022-23 Proposed Budget
Transfer Summary
Transfer In
110
157,673
14,527,383
131,100
131,100
200,093
68,993
120
-
11,073
-
-
-
-
124
567,148
-
-
-
-
-
131
-
70,270
-
-
-
-
139
-
12,000
-
-
-
-
140
-
24,399
-
-
-
-
143
-
65,973
-
-
-
-
145
-
1,054,998
-
-
-
-
159
-
5,737
-
-
-
-
160
327,991
3,847,001
-
4,725,000
800,000
800,000
162
11,856
-
-
-
-
-
173
-
-
-
185,100
-
-
179
-
1,000,000
-
-
-
-
180
-
220,000
-
-
184
9,000
9,000
9,000
9,000
-
(9,000)
191
-
407,395
-
-
-
-
231
-
3,986
-
-
-
-
233
-
285,377
-
-
-
-
234
-
20,295
-
-
-
-
237
-
3,910,898
567,200
567,200
567,200
-
241
-
64,314
-
-
-
-
242
-
106,864
-
344,995
180,548
180,548
300
1,893,645
6,723,637
14,524,400
14,524,400
15,410,158
885,758
361
-
3,966,682
-
-
-
-
365
2,792
-
-
-
-
-
367
245,324
-
280,000
280,000
(280,000)
815
-
926,428
-
-
-
-
853
-
1,629,548
-
1,746,600
-
-
Transfer In Total
3,215,429
38,893,258
00 Transfer Out
110
1,474,057
13,408,972
13,782,200
18,852,195
15,525,348
1,743,148
117
182,042
-
-
-
-
-
124
-
3,343,750
100,000
100,000
-
(100,000)
133
-
10 -
-
160
11,856
183,496
-
-
-
-
165
-
101,713
-
-
-
-
169
-
1,034,796
-
-
-
-
172
-
-
-
185,100
179
-
1,000,000
-
-
-
-
182
9,000
9,000
9,000
9,000
(9,000)
189
-
-
100,000
100,000
-
(100,000)
221
22 -
-
300
-
186,582,240
-
-
-
-
365
63,282
-
367
2,792
-
-
-
-
-
550
-
896,109
-
-
810
1,314,727
3,931,966
3,136,000
3,136,000
1,432,558
(1,703,442)
811
-
874,779
-
-
-
-

Page 56 ends

City of West Covina
FY 2022-23 Proposed Budget
Transfer Summary
Transfer Out Total 3,215,429 211,436,274 17,258,300 22,513,395 17,157,999 (100,301) In FY2022-23, the General Fund transfers out funding to Debt Service and the City's Measure of Effort (MOE) for SB1- Road Maintenance Rehab (Fund 237).

The Succussor Agency (Fund 815) transfer out the Debt Service payment for the 2006 Bonds to the Debt Service Fund.

PfSI (NB1 Page 57

City of West Covina FY 2022-23 Proposed Budget
General Fund Summary
Revenue
Property Tax
27,378,987
29,680,553
28,204,200
28,635,749
28,986,300
782,100
Sales Tax
17,033,647
20,412,164
15,900,000
22,800,000
23,142,000
7,242,000
Other Taxes
9,356,188
8,834,366
8,167,200
8,981,000
9,446,000
1,278,800
Charges For Service
5,957,071
5,603,193
5,336,000
7,007,498
7,578,220
2,242,220
Fines & Forfeitures
873,497
1,183,233
608,000
1,021,700
1,023,290
415,290
Interdept Charges
1,415,799
1,189,215
1,423,800
1,423,800
1,196,200
(227,600)
Licenses & Permits
1,548,859
2,389,535
1,964,100
3,544,084
3,167,810
1,203,710
Other Revenues
2,089,953
409,468
82,800
64,530
136,670
53,870
Revenue From Other Agencies
2,755,302
4,341,434
4,813,300
3,431,118
3,994,525
(818,775)
Use of Money & Property
2,367,948
138,473
1,183,600
801,500
1,078,300
(105,300)
Revenue Total
r
00r12,066,315
Expenditures
Materials & Services
10,088,722
10,083,560
9,911,000
9,983,135
11,139,165
1,228,165
Allocated Costs
3,707,827
2,444,202
2,579,900
2,486,944
2,605,797
25,897
Capital Assets
231,058
-
-
29,995
-
-
Salaries & Benefits
54,922,906
56,959,531
41,541,000
47,838,575
50,162,753
8,621,753
Debt Service
4,000
-
-
-
-
-
Expenditures Total
68,954,513
69,487,292
00 60,338,649
Revenues Less Expenditures
Net Transfers
Net Change in Fund Balance
Beginning Fund Balance
Reserve Requirement (17%)
1,822,736 4,694,341 13,651,100 17,372,330 15,841,600
(1,329,108) 1,118,412 (13,651,100) (18,721,095) (15,325,255) 493,628 5,812,753
(1,348,765) 516,345
19,181,696 19,675,324 25,488,077 25,488,077 24,139,312
19,675,324 i i
11,722,267 11,812,840 9,185,423 10,257,570 10,864,312
*For consistency, the FY2020-2021 Bond Transfer -In and Payment towards Unfunded Pension Liability have been excluded.

Page 58 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund Summary by Department
Revenue
Community Development
2,359,450
4,448,915
2,698,100
6,402,500
5,606,090
2,907,990
Finance
32,517
69,428
69,700
92,040
92,700
23,000
Fire
4,127,283
4,378,840
3,448,500
4,115,218
4,757,600
1,309,100
General Revenue
61,645,443
64,026,366
58,899,200
64,980,882
66,342,325
7,443,125
Police
1,488,963
898,793
1,346,200
1,454,000
1,601,500
255,300
Public Services
1,123,594
359,292
1,221,300
666,339
1,349,100
127,800
Revenue Total
r
rrr

0.. ,315
Expenditures
Administration
2,645,547
2,226,321
2,535,200
2,516,956
2,463,677
(71,523)
City Clerk
571,888
342,406
378,300
495,128
543,713
165,413
Community Development
2,197,253
2,239,740
1,862,900
2,498,751
3,242,427
1,379,527
Finance
2,254,719
14,099,997
1,996,600
1,924,518
2,435,479
438,879
Fire
22,479,859
20,430,223
16,989,200
20,605,299
20,544,117
3,554,917
Human Resources
859,384
910,874
666,200
823,439
794,097
127,897
Police
32,470,950
25,082,179
24,010,300
26,992,989
27,844,530
3,834,230
Public Services
5,474,915
4,155,550
5,593,200
4,481,568
6,039,675
446,475
Expenditures Total
68,954,513
69,487,292
54,031,900
Revenues Less Expenditures
Net Transfers
Net Change in Fund Balance
Beginning Fund Balance
Reserve Requirement (17%)
1,822,736 4,694,341 13,651,100 17,372,330 15,841,600
(1,329,108) 1,118,412 (13,651,100) (18,721,095) (15,325,255) 493,628 5,812,753
(1,348,765) 516,345
19,181,696 19,675,324 25,488,077 25,488,077 24,139,312
11,722,267 11,812,840 9,185,423 10,257,570 10,864,312
*For consistency, the FY2020-2021 Bond Transfer -In and Payment towards Unfunded Pension Liability have been excluded.

Page 59 ends

City of West Covina
FY 2022-23 Proposed Budget
General Fund Revenue Summary
Property Tax
27,378,987
29,680,553
28,204,200
28,635,749
28,986,300
782,100
Other Taxes
9,356,188
8,834,366
8,167,200
8,981,000
9,446,000
1,278,800
Charges For Service
5,957,071
5,603,193
5,336,000
7,007,498
7,578,220
2,242,220
Licenses & Permits
1,548,859
2,389,535
1,964,100
3,544,084
3,167,810
1,203,710
Fines & Forfeitures
873,497
1,183,233
608,000
1,021,700
1,023,290
415,290
Interdept Charges
1,415,799
1,189,215
1,423,800
1,423,800
1,196,200
(227,600)
Other Revenues
2,089,953
409,468
82,800
64,530
136,670
53,870
Revenue From Other Agencies
2,755,302
4,341,434
4,813,300
3,431,118
3,994,525
(818,775)
Use of Money & Property
2,367,948
138,473
1,183,600
801,500
1,078,300
(105,300)
Sales Tax
17,033,647
20,412,164
15,900,000
22,800,000
23,142,000
7,242,000
Grand Total
70,777,250
000
77,710,9790.

Revenue From
Agencie!
5%
Charges For Servi
10%
Other Taxes
12%
General Fund Revenue
-___ u .,__._.._ Fines & Forfeitures
Sales Tax
29%
Property Tax
37%

Page 60 ends

City of West Covina
FY 2022-23 Proposed Budget
General Fund Revenue
Property Tax
Current Year Secured
12,819,006
12,866,797
13,000,000
13,314,800
13,714,000
714,000
SupplIn Lieu of VLF
12,432,425
12,904,211
12,904,200
13,272,300
13,272,300
368,100
Residual/Excess Tax Increment
2,127,556
3,909,545
2,300,000
2,048,649
2,000,000
(300,000)
TotalProperty Tax
Other Taxes
Business License Tax
2,464,076
2,453,425
2,200,000
2,450,000
2,474,500
274,500
Contractors License Tax
431,858
3,360
-
2,100
2,100
2,100
Documentary Transfer Tax
506,268
427,557
331,400
454,000
454,000
122,600
Franchise
4,445,101
4,644,360
4,435,800
4,455,900
4,864,000
428,200
Transient Occupancy Tax
1,508,885
1,305,663
1,200,000
1,619,000
1,651,400
451,400
Charges For Service
Admin Cost Recovery Fee
31,031
10,029
4,600
22,900
26,110
21,510
After Hours Plan Check
8,853
27,999
-
24,000
26,780
26,780
Afterschool Program -Orangewood
488
-
-
-
70,300
70,300
Afterschool Programs -Vine
174,235
-
175,000
126,600
166,700
(8,300)
AfterschoolProgram-Wescove
111,480
-
162,700
-
87,000
(75,700)
Ambulance Services
2,629,196
2,099,421
2,300,000
2,364,000
2,496,600
196,600
Ambulance Subscription Fee
69 69
100
-
-
(100)
Business License Processing Fee
14,740
17,092
14,000
34,100
34,100
20,100
Clearance Letter & Process
330
220
300
300
300
-
EMS Treatment Fee
390,530
428,550
300,000
231,100
310,800
10,800
Expedited Plan Check
18,206
8,988
23,000
13,600
11,330
(11,670)
Facility Rental -Ccc
132,465
53,289
130,000
199,100
137,300
7,300
Facility Rentals
95,736
90,300
72,000
169,700
111,000
39,000
Facility Rentals -Shadow Oak
57,126
5,442
57,100
10,900
40,100
(17,000)
False Alarms
198,708
12 -
-
198,700
198,700
Fire Emergency Incident Billing Fee
44,579
23,880
27,700
12,600
12,600
(15,100)
Fire Incident Report Copying
1,720
1,340
1,600
2,100
2,100
500
Fire Plan Check/Insp. Fees
167,311
273,196
167,000
306,600
306,600
139,600
Fire Seminar
14,112
36,867
19,800
31,300
50,000
30,200
Foreclosure Registration
48,375
43,625
50,000
23,600
-
(50,000)
Graffiti Restitution
510
6,948
2,500
1,700
1,700
(800)
Jail Booking
74,625
62,612
50,000
68,600
68,600
18,600
Misc Reimbursement
4,373
6,068
26,500
-
1,530
(24,970)
Misc Reimbursements
5,124
2,974
-
3 -
-
PaidParking- CivicCenter
37,424
8,691
20,000
14,100
14,100
(5,900)
Palm View After School Program
78,872
(150)
78,900
32 121,300
42,400
Park Shelter Rentals
17,550
3,100
17,500
29,600
22,300
4,800
Passport Photos
1,548
-
3,000
-
2,100
(900)
Passport Services
11,011
350
11,000
6,207
10,700
(300)
Permit Document Retention Fee
-
31,726
-
35,400
35,400
35,400
Photocopying
4 -
-
2 -
-
Plan Check Fees
341,181
1,323,196
375,000
2,113,700
1,769,540
1,394,540
Plan Review Surcharge
79,333
187,903
90,000
265,200
233,810
143,810
Planning Filing Fees
346,457
394,531
350,000
332,900
374,920
24,920
Police Reimbursements
100,953
33,269
75,000
75,000
75,000
-
Recreation Classes
59,769
-
59,800
-
97,300
37,500
Recreation Classes/Programs - Ccc
81,710
2 80,000
45,300
97,900
17,900

Page 61 ends

yea a,n,

City of West Covina
FY 2022-23 Proposed Budget
General Fund Revenue
Rental - Roller Hockey
29,818
16,745
29,800
-
-
(29,800)
Returned Check Fee
914
425
200
500
500
300
Search Fees
4,045
3,848
2,000
3,900
3,900
1,900
Senior Center Rentals
56,140
10,462
56,100
34,800
61,700
5,600
Senior Classes
20,918
581
20,900
8,300
24,100
3,200
Senior Donations
6,569
(21)
7,000
-
6,800
(200)
Senior Excursions
21,262
439
20,000
7,500
24,600
4,600
Service Fee - Credit/Debit Cards
15,441
49,979
30,000
56,500
56,500
26,500
Special Events
-
-
-
-
3,600
3,600
Sports -Ccc
8,984
-
11,200
1,300
16,600
5,400
Sportsplex Rentals
-
585
-
-
-
-
Street Address Change Review
800
1,200
200
554
600
400
Towing Franchise
167,191
166,834
195,000
276,700
276,700
81,700
Waste Management Fees
82,248
85,011
46,500
57,200
88,000
41,500
Ground Emerg. Med.Trans.
163,011
85,565
173,000
-
-
(173,000)
Charges For Service Total
5,957,071
.0
000
7,007,498
Licenses & Permits
A.C. & P.C.C. Paving
27,654
260
30,000
20,000
10,300
(19,700)
Animal Control
57,115
126,586
200,000
-
178,100
(21,900)
Building Permits
776,937
1,060,064
950,000
1,751,200
1,448,180
498,180
Curb & Gutter
190
-
-
-
-
-
Curb Drains, All Other Insp
468
294
1,000
1,200
1,030
30 Driveway Approach
4,763
6,531
6,000
15,600
11,330
5,330
Electrical Permits
143,233
163,447
160,000
148,200
160,680
680
Encroachment
45,478
118,733
46,000
338,800
235,870
189,870
Excavation
28,111
44,164
40,000
86,400
66,950
26,950
Fire Permit Fees
46,118
47,256
57,000
65,400
55,000
(2,000)
Grading
31,455
89,296
30,000
172,100
134,930
104,930
Miscellaneous Sewer Facilities
1,012
1,310
1,000
-
1,030
30 Onsite Improvements
29,597
301,205
50,000
80,900
196,730
146,730
Other Licenses & Permits
22,884
14,580
16,400
9,284
12,600
(3,800)
Plumbing Permits
128,338
126,132
130,000
126,900
130,810
810
Sewer Maintenance
1,001
1,242
1,000
-
1,030
30 Sidewalk
38,574
1,444
80,000
2,800
2,060
(77,940)
Street Improvements
50,265
60,479
50,000
331,500
201,880
151,880
Street Obstruction
107,060
200,386
107,100
325,200
270,890
163,790
Walls (Retaining, Overheight)
8,606
26,128
8,600
68,600
48,410
39,810
00 3,544,084
Fines & Forfeitures
Admin Citation -Comm Enhancemei
859
72,059
50,000
97,600
99,190
49,190
Administrative Citations
18,104
32,644
18,000
34,600
34,600
16,600
Collection Agency Fee
22,627
70,099
-
120,400
120,400
120,400
Foreclosure Penalties
-
3,400
-
-
-
-
Late Payment Penalty
215,702
660,906
-
355,200
355,200
355,200
Parking Code Fines
356,536
185,122
250,000
217,200
217,200
(32,800)
Vehicle Code Fines
181,089
111,803
200,000
119,900
119,900
(80,100)
Vehicle Impound Fees
52,030
47,200
60,000
76,800
76,800
16,800
Waste Diversion Plan Forfeiture
26,550
-
30,000
-
-
(30,000)
Interdept Charges

Page 62 ends

City of West Covina
FY 2022-23 Proposed Budget
General Fund Revenue
Overhead
1,415,799
1,189,215
1,423,800
1,423,800
1,196,200
(227,600)
Other Revenues
Advertising Revenue
30,944
31,792
23,000
12,500
36,600
13,600
Claims Settlements
820
179,600
700
600
600
(100)
Contractual Reimbursement
2,128
3,934
-
-
-
-
Final Map
5,000
96,397
15,000
2,400
50,470
35,470
Landscaping - County
22,074
6,100
12,200
-
-
(12,200)
Miscellaneous
57,005
84,016
8,400
47,315
47,300
38,900
Proceeds From Auction
418
7,247
-
1,715
1,700
1,700
Proceeds From Sale
1,971,228
-
23,000
-
-
(23,000)
Sale Maps/Plans/Documents
337
382
500
-
-
(500)
Revenue From Other Agencies
Crossing Guard Aid
46,740
10,150
64,000
130,000
130,000
66,000
Fire State Mandated Inspect
72,239
79,434
72,200
95,300
95,300
23,100
Mutual Aid Cost Reimbursement
267,274
1,298,678
330,000
985,818
1,365,900
1,035,900
P.O.S.T.
47,441
51,110
30,000
40,000
40,000
10,000
Prop A Exchange
1,650,000
1,350,000
1,500,000
1,700,000
1,868,325
368,325
School Resource Officer Reimb
197,884
131,814
300,000
300,000
300,000
-
St Motor Vehicle Lieu Tx
85,569
77,816
85,500
122,600
122,600
37,100
State Grant
300,000
-
-
-
15,000
15,000
State Mandated Revenue
69,680
33,648
91,200
57,400
57,400
(33,800)
HHS Covid Relief Funds
18,474
-
2,340,400
-
-
(2,340,400)
State Covid Relief Funds
-
1,308,784
-
-
-
-
1�
Use of Money & Property
Fair Value Adjustment
1,034,575
(941,282)
-
-
-
Interest Income
632,918
307,343
458,900
62,300
316,600
(142,300)
Rent
679,245
767,109
724,700
739,200
748,100
23,400
Rental Income
21,210
5,302
-
-
13,600
13,600
Sales Tax

Page 63 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund Expenditure Summary
Salaries & Benefits
Benefits
15,818,462
15,636,629
14,286,700
16,160,582
14,676,092
389,392
Mutual Aid Overtime
219,041
1,105,073
214,500
896,198
1,138,225
923,725
Overtime
5,392,718
5,749,816
3,369,700
6,337,832
6,540,000
3,170,300
PERS UAL Payment
10,752,318
12,023,091
1,082,400
1,086,848
1,764,239
681,839
Salaries
22,740,367
22,444,922
22,587,700
23,357,115
26,044,197
3,456,497
Salaries & Benefits Total
N.

NNN
47,838,575
50,162,753
Materials & Services
Fuel
437,966
393,770
389,100
531,354
541,200
152,100
Maintenance & Repairs
104,338
113,827
219,500
119,552
189,150
(30,350)
Materials & Services
8,366,858
8,319,897
7,918,000
7,988,640
8,993,015
1,075,015
Utilities
1,179,559
1,256,066
1,384,400
1,343,589
1,415,800
31,400
Capital Assets
Capital Assets
231,058
-
-
29,995
-
-
Capital Assets Total
N
Debt Service
Materials & Services
4,000
-
-
-
-
-
Debt Service Total
4,000
Allocated Costs
Allocated Costs

3.707.827

2.444.202

2.579.900
2,486,944

2.605.797
25,897
General Fund Expenditures by Category
Maintenance &, Fuel AllnrntPd rnatc
Materials
1 Mutual Aid Over
2%
PER
Benefits
23%
Assets
Salaries
41%

Page 64 ends

City of West Covina
FY 2022-23 Proposed Budget
General Fund Expenditure Summary by Department
Administration
2,645,547
2,226,321
2,535,200
2,516,956
2,463,677
(71,523)
City Clerk
571,888
342,406
378,300
495,128
543,713
165,413
Community Development
2,197,253
2,239,740
1,862,900
2,498,751
3,242,427
1,379,527
Finance
2,254,719
14,099,997
1,996,600
1,924,518
2,435,479
438,879
Fire
22,479,859
20,430,223
16,989,200
20,605,299
20,544,117
3,554,917
Human Resources
859,384
910,874
666,200
823,439
794,097
127,897
Police
32,470,950
25,082,179
24,010,300
26,992,989
27,844,530
3,834,230
Public Services
5,474,915
4,155,550
5,593,200
4,481,568
6,039,675
446,475
Grand Total
68,954,513
69,487,292
54,031,900
i
General Fund Expenditures by Category
Adminictratinn
Fire
32%
Human Resources
1%
APage 65

City of West Covina FY 2022-23 Proposed Budget
Page intentionally left blank.

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City of West Covina FY 2022-23 Proposed Budget
General Fund
City Council
Mission Statement
To provide policy leadership for the community and administration on all issues that affect the health, safety, and welfare for the City of West Covina.

About
The West Covina City Council is the governing body with the authority to adopt and enforce municipal laws and regulations. Members are elected by district to serve a four-year term. They consist of five City Council Members, which includes a Mayor who is appointed by the City Council to serve a one-year term.

The appointment is made on a rotating basis, based on seniority. There are no term limits for Council Members. City Council appoints members of the community to serve on the City's various boards and commissions to ensure that a wide cross-section of the community is represented in City government.

The City Council also appoints the City Manager and City Attorney. The City Manager is the Chief Administrative Officer and is responsible for the operations of the City. The City Attorney serves as the City's chief legal officer.

The City Council also serves as the Governing Board to the Successor Agency of the former West Covina Redevelopment Agency.

Expenditures
Salaries & Benefits
52,590
51,200
49,847
49,467
(1,733)
Salaries
47,823
45,900
46,152
45,900
0 Benefits
4,767
5,300
3,695
3,567
(1,733)
Materials & Services
10,456
19,000
11,730
16,840
(2,160)
Materials & Services
9,970
16,300
11,208
16,300
0 Utilities
486
2,700
522
540
(2,160)
�%% Page 67

City of West Covina FY 2022-23 Proposed Budget
General Fund
City Manager's Office
Mission Statement
To provide administrative leadership and management for the daily operations of the City government under the direction of the City Council.

About
The City Manager's Office oversees the daily operations of the City of West Covina and coordinates the operations of the various City Departments.

The City Manager is appointed by the City Council and serves as the administrative head of the City and the key staff advisor to the City Council. City Manager responsibilities are to implement policies as directed by the City Council and to enforce all municipal laws and regulations for the benefit of the community.

City Manager duties are to direct and supervise the departments, prepare and administer the annual City budget, and plan and implement key projects.

The City Manager's Office provides increased transparency and information of the activities and operation of the City of West Covina, the City's website, through the Discover West Covina City Newsletter and Community Recreation Guide, youtube channel, mobile phone application, social media, and press releases to local media outlets. The City Manager's Office also provides oversight to special projects directed by the City Council including: negotiation of lease agreements to generate revenues from the use of public property; outreach to local non-profit organizations; and Sister City relationships.

Organization Chart
Senior
Administrative
Assistant

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wsss mmu

City of West Covina FY 2022-23 Proposed Budget
General Fund
Full -Time
Administrative Assistant II
1 1
0 0 0
Assistant City Manager
1 1
2 2 0
City Manager
1 1
1 1 0
Exec Assistant To City Manager
1 1
1 1 0
Sr Administrative Assistant
0 0
1 1 0
Goals and Objectives

1. Protect Public Safety; Public Health Department, seek provisional approval from the California Department of Public Health (CDPH) for municipal health department.

2. Improve the aesthetics of medians (with landscaping, irrigation & electricity).

3. Address Homeless Issues; partner with area cities on a regional response to inadequacies of existing Measure H program.

4. Maintain Good Intergovernmental Relations; Regulatory Compliance, keep regulatory compliance with changing State and Federal regulations and laws (e.g., SB 1383, SB 9, CalRecycle, Department of Toxic Substances Control, State Housing and Community Development).

5. Achieve Fiscal Sustainability & Financial Stability; maintain and monitor the City's Fiscal Health:
- Implement State Auditor's fiscal recovery and fiscal recovery plans. - Nurture local businesses and attract non -retail jobs. - Implement appropriate funding for landscape maintenance districts. - Review & update contracts for waste hauling, towing and facility use. - Adopt new purchasing policies.
- Update fee schedule.
- Install new financial management system.

6. A Well -Planned Community; Development Code Update, continue work on a comprehensive revision of the City's Zoning Ordinance. (In May 2021, the City Council retained KTGY Group to reflect efficient development regulations and processes and State law - the update is scheduled to be completed in 2023).

7. A Creative & Active Community; expand the lineup of community events.

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0 M

City of West Covina FY 2022-23 Proposed Budget
General Fund
Prior Year Accomplishments
• Responded to the COVID-19 Pandemic; partnered with various organizations to provide our residents convenient COVID testing at several locations in our community. Garnered donations for the community.
• West Covina PD has installed Flock Safety automated license plate reading (ALPR) cameras in strategic areas around the city in the pursuit of proactively addressing crime in the city. • The city was excited to host its very first State of the City which was a complete success. The event brought members of the community together.
• Completed installation of new play area at Friendship Park and Cortez Park. ■ moving forward with replacing the existing pour in place rubberized safety surfacing at Palmview, Aroma and Walmerado parks.
■ West Covina Sportsplex; The City took charge of our beautiful sportsplex and managing the facility. ■ Installed a new bathroom at Shadow Oak Park (lower plateau area). • Hosted our 1st Spring Festival working with our local nonprofits. ■ Initiated Development Code Update process.
■ Increased our unfunded reserves.
• Capital Improvement Program (CIP) project updates.
■ Completed Energy upgrade project with Alliance on retrofits and upgrades to city facilities and equipment.
■ Approved contract with Conservation Corps to beautify medians along major corridors. • Health Department: initiated Health Assessment Survey for the community. • Hosted July 3rd Event at the Sportsplex.
■ Brought back summer concert series.
• Reopened city facilities including Community Centers. Brought back programming for youth and seniors.
• Conducted Transit evaluation to provide better public transit services to our community. ■ Completed City Council Redistricting.
■ Approved MOU with all bargaining units, 3 year contract. • Increased staffing for Police, Public Services (Maintenance) and Community Development Department (Code Enforcement Division).
• Approved funding for new equipment and improvements to fire stations. ■ Received $100, 000 in federal grant funds for body -worn cameras.

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City of West Covina FY 2022-23 Proposed Budget
General Fund
Performance Measures
Taxable Assessed Value #1 9,351,074 9,700,600 10,000,000 Expenditures
1120-City Manager
Salaries
289,759 304,500 417,515
383,495
78,995
Benefits
220,813 221,500 233,878
181,750
(39,750)
Overtime
531 - 341
350
350
PERS UAL Payment
- 29,900 29,902
19,023
(10,877)
Materials & Services
49,065
57,100
Maintenance & Repairs
2,521
2,000
Utilities
576
600
Materials & Services Total
52,162
59,700
Allocated Cos��
Allocated Costs
85,442
85,400
55,418
54,600 (2,500)
1,089
2,000 -
1,199
600
06 57,200 ii
RS nnn
RS Ann -
Materials & Services 595,838 535,000 431,115 535,000 -
Major Changes
• An Assistant City Manager position was added in FY 2021-22. • Expenditures have been adjusted to prior year actuals throughout.

Page 71 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
1,400
1,200
0 L
~ 1,000
800
600
400
200
0 Administration Expenditures
FY 2020-21 Actual FY 2021-22 Original FY 2021-22 Estimate FY 2022-23 Budget Budget
■ Salaries & Benefits ■ Materials & Services ■ Allocated Costs ■ Capital Assets 1130-City Council
Salaries & Benefits
52,590
51,200
49,847
49,467
(1,733)
Materials & Services
10,456
19,000
11,730
16,840
(2,160)
i-City Council Total
63,046
70,200
61,577
66,307
1120-City Manager
Salaries & Benefits
511,104
555,900
681,636
584,618
28,718
Materials & Services
52,162
59,700
57,706
57,200
(2,500)
Allocated Costs
85,442
85,400
85,400
85,400
-
1120-City Manager Total
648,708
rrr
1140-City Attorney
Materials & Services
595,838
535,000
431,115
535,000
-

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1 City of West Covina FY 2022-23 Proposed Budget
General Fund
Mission Statement
To ensure the preservation and integrity of all official City records and elections, including the dissemination of information; maintain an effective records management system; and deliver efficient, courteous and professional support to all City departments, staff, patrons and the residents of West Covina.

About
The City Clerk's Office is a support department that provides support to the City Council, Administration, other City departments, and the public. The City Clerk is an elected official; the Assistant City Clerk is the Department Head managing the day-to-day office activities. The City Clerk's Office maintains custody, control, and storage of official City documents and records pertaining to the operation of City government.

Administration
The City Clerk's Office is Responsible for the preparation and distribution of City Council agendas and minutes. The City Clerk's Office ensures that actions carried out at the Council Meeting are maintained accurately and reflect the legislative history and in compliance with statutes and regulations. Regular City Council meetings are held the first and third Tuesday of every month, unless otherwise noticed. The department also receives and opens Capital Improvement Project bids; receives claims, subpoenas and lawsuits.

Elections
The City Clerk's Office coordinates all City elections for elective office, initiatives, referenda, and recalls.

The City's general municipal elections are consolidated with the Los Angeles County Elections Division and will be held in November of even numbered years starting in November 2018.

Political Reform Act
Pursuant to the Political Reform Act, the City Clerk serves as the filing officer/official for Campaign Disclosure Statements for elected officials, candidates, and committees; and for Statement of Economic Interests filed by public officials and designated employees. The City's Conflict of Interest Code is reviewed and updated on a bi-annual basis.

Public Records Act & Public Information
The City Clerk's Office provides public information and responds to requests for documents pursuant to the provisions of the California Public Records Act. The department also assists staff with research of legislative history and actions.

Commissions
The City Clerk's Office oversees the appointment process for the City's Commissions and Advisory Boards.

The office facilitates all required noticing pertaining to recruitments for vacancies and expiring terms pursuant to State Law and administers the oath of office to all newly appointed commissioners.

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uss cmiu

City of West Covina FY 2022-23 Proposed Budget
General Fund
Records Management Program
The City Clerk is the custodian of many public records of the City, including ordinances, resolutions, minutes of the City Council, election -related documents, campaign disclosure filings, statement of economic interest and many others. The Records Management Program provides for the safekeeping and storage of the records and provides a retention !X_1 schedule.

The department continues to improve efficiency and customer service through the implementation of the Laserfiche Electronic Document Management System (EDMS). The implementation of Laserfiche will increase the accessibility to information for internal staff and the public.

Organization Chart
*Part -Time, unpaid
Full -Time
Assistant City Clerk 1 1 1 1 0
Deputy City Clerk 1 1 1 1 0
i
Part -Time
Intern 1 1 1 1 0

Page 74 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Goals and Objectives

1. Continue to maintain high level of transparency in the daily operations of the City Clerk's Office and the accurate recordings of the legislative actions of the City Council Successor Agency.

2. Provide exceptional ongoing support to the City Council, staff, and the public

3. Continue conversion of official City documents to electronic format on an on -going basis in accordance with our records retention schedule through the implementation of the Laserfiche Electronic Document Management System.

4. Update the City's Conflict of Interest Policy.

5. Serve as the City's Election Official for the upcoming 2022 General Municipal Election.

Accomplishments
• Prepared, published, and distributed 52 agendas and 26 agenda packets for the City Council, Successor Agency; published and posted required legal notices; prepared minutes; and maintained the legislative action of such meetings.
• Executed, indexed, scanned and distributed all resolutions, ordinances, contracts, and recorded documents approved by the City Council.
• Continued ongoing scanning efforts to convert files into electronic format. ■ Started to convert documents that require signatures to DocuSign to improve effectiveness both internally and externally.
■ Received, processed and responded to 488 Public Records Act requests. • Received and processed 34 claims for damages, 49 subpoenas, and 9 summons. • Updated City's website to further increase transparency. Talk about the redistricting page. ■ Coordinated with consultant to begin the process of analyzing the City's municipal fees for service. • Adopted new Council District Boundaries based on the data from the 2020 Census.

Performance Measures
L
Percentage of Public Records Act requests
received and fulfilled within 10 days of request.

Percentage of complete City Council Agenda
packets available online 5 days prior to Council
meeting. (Does not include Special Meetings).

Percentage of complete Subpoena for Records
fulfilled by the designated production date.

Percentage of Resolutions and Ordinances
posted online within 5 business days of
receipt.
#1
90%
87%
100%
#1
100%
100%
100%
#1
95%
94%
100%
#1
N/A
N/A
100%

Page 75 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Expenditures -
Salaries & Benefits
216,988
241,000
251,351
270,631
29,631
Salaries
164,492
173,500
172,041
192,381
18,881
Benefits
52,495
51,500
63,346
67,380
15,880
PERS UAL Payment
-
16,000
15,964
10,870
(5,130)
Materials & Services
104,286
116,200
222,677
251,982
135,782
Materials & Services
103,649
115,700
216,198
248,782
133,082
Maintenance & Repairs
638
500
6,479
3,200
2,700
Allocated Costs
21,132
21,100
21,100
21,100
-
Allocated Costs
21,132
21,100
21,100
21,100
-
Grand Total
r.
378,300
Major Changes
• Funding for the Election in FY 2022-23 was added.
• One-time funding for the Master Fee Study and Cost Allocation Plan was removed in FY2022-23. • Funding for Docusign was included in the FY2022-23 budget. • Funding for training was added this fiscal year.
600
v
c
� 500
0 F 400
300
200
100
0 City Clerk Expenditures
FY 2020-21 Actual FY 2021-22 FY 2021-22 FY 2022-23
Original Budget Estimate Budget
■ Salaries & Benefits ■ Materials & Services ■ Allocated Costs

Page 76 ends

win �yi

City of West Covina FY 2022-23 Proposed Budget
General Fund
Mission Statement
To manage and protect the City's financial resources by applying generally accepted accounting and investment principles and enforce the City's business license and purchasing ordinances as outlined in the West Covina Municipal Code.

About
The Finance Department is responsible for all financial affairs of the City of West Covina. The goal of the Finance Department is to maintain financial stability, provide accurate and timely financial information and recommendations to the City's decision makers, and protect the City's assets through the establishment of effective internal controls. The department also strives to provide valuable and responsive support services to the other City departments.

Finance monitors various leases, advances and loan payments due to the City and the Housing Authority; maintains financial records; complies with various federal, state, and local reporting requirements; coordinates and serves as liaison for financial audits; assists employees with payroll issues; evaluates internal controls; and provides oversight of the financial accounting software. Finance also oversees the business license function that is responsible for ensuring that all businesses maintain a current business license and pay applicable taxes.

The department consists of six main functions.

Administration
Finance develops policy level guidance to provide direction to managers to oversee the operations of their area. Finance also makes recommendations on financial policies and direction; establishes procedures to ensure consistent and accurate application of policies; oversees the City's investment program, debt program and long-term financial planning; and assistance with special projects.

The City Treasurer is elected by the community at large and reviews monthly investment reports. The Finance Director is responsible for managing the day-to-day investment operations. Surplus funds are invested for maximum safety, liquidity, and yield in compliance with the City's investment policy and the California Government Code.

Budget ❑
Finance is responsible for preparing the annual operating budget, the five-year Capital Improvement Plan, and the five-year financial forecast. The Department is responsible for producing financial analysis for management and City Council so decision makers have a full understanding of the financial consequences of decisions. The Department provides support to City departments in the management of the budget by verifying appropriations for contracts and bid PfSI (NI9 Page 77

City of West Covina FY 2022-23 Proposed Budget
General Fund
documents, processing budget transfers and carryover requests, and assisting with end of year projections.

Accounting
Accurate accounting is essential in providing financial information to management, investors and the public as part of the City's efforts to be transparent. Accounting includes both external and internal customers. The services provided include cash receipting, accounts payable, accounts receivable, capital assets, grant management, general ledger oversight. �• ••y� Payroll �yi�Tyl�Iyi�Ty
The City operates on a bi-weekly payroll schedule thus paychecks are issued twenty-six •IliTlliT�
times a calendar year. The Finance Department works closely with the Human Resources • •,___:

Department to ensure accurate processing of internal payroll status change forms for new hires, merit increases, terminations and reclassifications. Finance processes bi-weekly payrolls and other compensations to City employees and officials and posts payroll transactions to the General Ledger. Staff is responsible for reconciling benefits monthly and pension contributions to the California Public Employees' Retirement System (CaIPERS) after each pay cycle.

Purchasing
Purchasing is responsible for maximizing cost effectiveness and controlling purchases, assisting City departments in vendor selection for equipment and service purchases, and ensuring that the City's purchasing policies are followed. Purchasing reviews City contracts to ensure they are in compliance with the terms and conditions in the Request for Proposal (RFP) specifications.

Information Technology
Information Technology (IT) provides software and hardware maintenance for the City's automated systems, supports computer users in all departments, maintains the citywide and local area networks, and assists departments in the selection of software systems. IT also coordinates training of City staff on new computer equipment and software and develops office automation standards.

IT is also responsible for the administration of citywide telecommunications including the City's telephone system and City cell phones.

Page 78 ends

Finance
Finance Director
Senior Administrative
Assistant
nt Finance
Senior Purchasing
IT Manager
rector
Accountant Manager
countant
Account
IT Analyst
(2)
i
Clerk
Payroll
Senior
Computer
ecialist (2)
Account
Services
Clerk
Technician
Assistant*
Interns*

City of West Covina FY 2022-23 Proposed Budget
General Fund
Full -Time
Account Clerk
Accountant
Accounting Manager
Accounting Technician
Administrative Assistant I
Assistant Finance Director
Communications Technician
Computer Services Technician
Finance Director
Information Tech Analyst I
Information Technology Manager
Payroll Specialist
Purchasing Manager
Senior Account Clerk
Senior Accountant
Sr Administrative Assistant
Part -Time
Cable Production Assistant
Intern - It
Management Analyst I
Sr Communications Technician
Goals and Objectives
1 1
1 1 0
2 4
2 2 0
1 0
0 0 0
2 1
0 0 0
1 1
0 0 0
0 1
1 1 0
1 1
0 0 0
1 1
1 2 1
1 1
1 1 0
1 1
1 1 0
1 1
1 1 0
0 0
2 2 0
1 1
1 1 0
1 1
1 1 0
0 0
1 1 0
0 0
1 1 0
l4—"
0 0
1 1
0 0 0
2 1
-1
2 2
1 0
-1
0 0
1 1
0 1. Maintain and monitor the City's fiscal health.

2. Coordinate the exchange of Proposition A funds to generate General Fund revenue.

3. Receive Government Finance Officers Association's Certificate of Achievement for Excellence in Financial Reporting Award Program for the Fiscal Year ended June 30, 2022.

4. Receive Government Finance Officers Association's Distinguished Budget Presentation Awards Program for the Fiscal Year ended June 30, 2023.

5. Complete the Successor Agency reconciliation and secure repayment of all current and past enforceable obligations.

6. Develop a plan to begin addressing the City's Other Post -Employment Benefits (OPEB) Liability.

Page 80 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund

7. Create/update desk policies and procedures for each job function within the Finance Department to assist with training and succession planning.

8. Continue implementation of Fiscal Recovery Plan and submit quarterly to State Auditors.

9. Implement upgrade of financial software by June 30, 2023.

10. Implement upgrade of land management software by June 30, 2023.

Accomplishments
• Coordinated the exchange of approximately $2.8 million in Proposition A funds with another agency resulting in $1.7 million in revenue for the General Fund. • Continued to review City's Finance policies to ensure that the City has strong internal controls that detect errors in a timely fashion.
■ Updated Financial Recovery Plan and submitted to the State Auditors for approval. ■ Reduced number of audit findings from five down to one. • Updated City's purchasing policy.
■ Hired new Assistant Finance Director, IT Manager, Senior Accountant and Payroll Specialist. ■ Reorganized the department to increase efficiencies and provide continuity of operations. • Solicited, evaluated, selected, and secured contract to upgrade the City's financial software. ■ Updated the City's Long -Range Financial Forecast.
• Completed grant reporting to ensure compliance with State and Federal requirements, including the Coronavirus Local Fiscal Recovery Fund established under the American Rescue Plan Act. • Brought collection of Transient Occupancy Tax in-house to save on the cost of outsourcing. • Cross trained payroll duties to speed up the process and ensure continuity of operations. • Successful completed seven separate audits including Metro Funds and AA Nutrition. • Provided financial analysis throughout labor negotiations to aid in securing new agreements.

Performance Data
Percent of Actual Revenue within Original #1 -11% -8% -5% Budget
Significant Audit Findings #1 5 1 0

Page 81 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Expenditures
1330-Finance Administration
Salaries
Benefits
Overtime
699,246 858,200
291,144 237,800
183 2,000
806,746 833,880 (24,320)
322,846 307,417 69,617
524 2,860 860
Materials & Services 1,030,396 762,000 659,518 1,165,380 403,380 Maintenance & Repairs 2,792 3,000 1,292 2,800 (200)
1340-Information Technology
Salaries & Benefits
Salaries 243,519 262,800 293,193 396,640 133,840
Benefits 63,058 60,700 77,166 83,412 22,712
Overtime 2,338 2,000 3,572 3,680 1,680
Fuel - - 275 280 280
Materials & Services 528,863 711,300 699,748 515,500 (195,800) Utilities 71,235 127,900 85,310 82,700 (45,200)
Allocated Costs 345 2,200 2,200
Major Changes
• Part-time Management Analyst position has been removed and a part-time intern position was upgraded to a full-time position in FY2022-23.
• Contract for sales tax auditing has been included under Materials & Services - this was previously debited from Sales Tax revenue in the General Fund.
• Contract for business licenses under Materials & Services has been increased proportionally to estimated revenue.

Page 82 ends

wui miss,

City of West Covina FY 2022-23 Proposed Budget
General Fund
N 4,000
a
c
N 3,500
0 0
3,000
2,500
2,000
1,500
1,000
500
Finance Expenditures
FY 2020-21 Actual FY 2021-22 Original FY 2021-22 Estimate FY 2022-23 Budget Budget
■ Materials & Services ■ Salaries & Benefits ■ Allocated Costs PfSI (NB1 Page 83

City of West Covina FY 2022-23 Proposed Budget
Page intentionally left blank.

Page 84 ends

of West Covina FY
Mission Statement
To provide the City of West Covina with the highest standard of service through the recruitment, selection, development, and retention of an outstanding workforce that is committed to providing excellent public service.

About
The Human Resources Department serves approximately 312 full-time personnel and 95 part-time and limited -service staff. The department is responsible for the administration of all personnel and risk management functions of the City. The main objectives of the Human Resources Department are as follows: carry out the directives of the City Council and City Manager in the most cost effective and efficient manner possible; provide timely and reliable information and recommendations to the City's decision makers when called upon; provide an equitable and healthy work environment for all employees; mitigate all unnecessary risk, loss, and liability for the City and its surrounding community; and provide valuable and responsive support services to all other City departments to enable them to complete their respective missions.

The Department is comprised of three functional areas:

Human Resources
The functional area of Human Resources provides a comprehensive array of support, consultation, and personnel management services for the entire organization. This is accomplished through the following:
■ Employee Recruitment, Selection, Training, and Development; • Employee Education and Assistance Programs;
• Employee Benefits Administration;
■ Employee Grievance and Discipline Administration;
• Personnel Policy Development and Administration;
• Job Classification and Compensation Administration;
■ Employee -Management Relations and Collective Bargaining; and ■ Organizational Development.

Risk Management
The functional area of Risk Management is responsible for ensuring a safe and healthful environment for the City's employees and citizens. This is accomplished through the following:
■ Workers' Compensation Program Administration:
- Case Management;
- Claims Administration;
- Litigation and Legal Defense Management;
- Employee Injury Prevention and Rehabilitation Programs; - Workplace Safety Programs; and

Page 85 ends

wsn cmi�a

of West Covina
FY
- Employee Outreach and Training Programs.
■ General Liability Insurance Program Administration:
- Case Management;
- Claims Administration;
- Litigation Defense and Tort Claims Management; and
- Loss Control and Prevention Programs.

Human Resources Commission
The Human Resources Commission was created and authorized by the City Council to act in an advisory andjudiciary capacityforthe City Council and Human Resources Officer regarding personnel management and employee relations. The Commission performs the following duties:
• Advises the City Council and the Human Resources Director on personnel matters not specifically delegated by law to other parties within the City organization; • Reviews the City's Position Classification System and makes comments and recommendations regarding position classifications to the Human Resources Director and/or City Council; • Holds hearings, makes recommendations, and adjudicates matters concerning personnel administration and employee relations at the request of the City Council, City Manager, or Human Resources Officer; and,
Receives, hears, and certifies its findings and recommendations of appeals submitted by any person in the city service relative to any dismissal, demotion, reduction in pay, or alleged violation of the classification and salary resolution or the personnel rules.

Organization Chart

Page 86 ends

of West Covina
FY
Full -Time
Administrative Assistant II
Human Resources Analyst I
Human Resources Director
Human Resources Manager
Human Resources Technician
Management Analyst I
Part -Time
Intern
Goals and Objectives
0 1
1 1 0
0 1
0 0 0
1 1
1 1 0
0 0
1 1 0
1 1
1 1 0
2 0
0 0 0
0 0 0 1 1

1. Continue to ensure workplace safety protocols are in place for City employees as we navigate the COVID-19 pandemic.

2. Improve the City's risk transfer to the CJPIA by developing more effective processes for assessing and mitigating risks, establishing insurance requirements, and maintaining compliance with all insurance requirements and recommendations in conjunction with CJPIA.

3. Negotiate successor Memoranda of Understanding (MOU's) for the Fire Association.

4. Continue to update and revise the City's Personnel Rules to incorporate MOU changes as well as changes in law, policy, and best practices.

5. Reduce workers' compensation claims and expenditures through better practices and procedures, in conjunction with CJPIA.

6. Reduce general liability claims and expenditures through better practices and procedures, in conjunction with CJPIA.

7. Ensure employees are receiving mandated trainings, such as 5B 1343 and AB 1825, to stay compliant with laws.

8. Conduct an employee Wellness and Benefits fair to coincide with open enrollment to allow vendors to provide updates and important communications regarding health plans and other employee benefits.

9. Host an Employee Appreciation event for staff in the fall of 2022.

10. File Retention / Destruction Project
PfSI (NB1 Page 87

of West Covina
FY
Accomplishments
Negotiated 3-year successor Memoranda of Understanding (MOU's) through June 2024 for eight (8) bargaining units with expired contracts.
• Reviewed more than 3,281 applications for 50+ recruitments. ■ Continued internship program, giving students the opportunityto gain valuable applied experience and make connections in professional fields they are considering for career paths by placing 14 interns in various departments.
• Hired (2) Assistant City Managers, Finance Director, Assistant Finance Director, Deputy Director of Public Services and IT Manager.
■ Completed Benefits Open Enrollment for Plan Year 2022 for all Full -Time employees in Fall of 2021. ■ Minimum wage increases per SB 3 (Leno Chapter 4), $15.00 per hour effective January 1, 2022.

Performance Data
COVID Positive Cases #1, 4, 6 102 44 0
Workers Compensation Loss Rate per $100 of Payroll
Open Liability Claims
Expenditures
#5 $3.41 $4.37
#32 16 48
$4.46
32 1401-HR Commission
978
1,600
309
3,143
1,543
Salaries & Benefits
978
1,600
309
Salaries
950
1,500
300
3,090
1,590
Benefits
28 100
9 53
(47)
1430-Human Resources
909,896
664,600
823,130
790,954
126,354
Salaries & Benefits
00•
456,700
510,457
Salaries
317,635
317,400
341,599
384,281
66,881
Benefits
120,371
110,200
139,790
148,248
38,048
Overtime
3 0
0 0
0 PERS UAL Payment
0 29,100
29,068
21,740
(7,360)
Materials & Services
447,658
183,700
Materials & Services
443,543
181,500
285,487
207,925
26,425
Maintenance & Repairs
3,715
2,200
2,090
3,000
800
Utilities
400
0 896
1,560
1,560
Allocated Costs
24,229
00 24,200
24,200
r
Allocated Costs
24,229
24,200
24,200
24,200
0

Page 88 ends

of West Covina
FY
Majoror Changes
• Added funding for employee training.
• Legal fees have been reduced due to the end of labor union negotiations in FY2021-22.

N 1,000
900
0 800
L
~ 700
500
400
300
200
OUD]
0 HR Expenditures
FY 2020-21 Actual FY 2021-22 Original FY 2021-22 Estimate FY 2022-23 Budget Budget
■ Salaries & Benefits ■ Materials & Services ■ Allocated Costs APage 89

City of West Covina FY 2022-23 Proposed Budget
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Page 90 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Mission Statement
To provide the highest level of service and protection to the community and to cooperatively enhance public safety as the department progresses into the future.

About
The Police Department has a proud history of integrity and service. The Police Department has an authorized full-time workforce of 102 sworn officers and 49 civilians (including 17 Dispatchers who handle calls for both Police and Fire). There are also numerous part-time positions including reserve officers and other support staff. The department also utilizes volunteer programs, which are a very important part of the overall public safety effort.

Although focused on front-line law enforcement, the department is also engaged in important community partnerships with schools, businesses, and citizen organizations. The department has garnered outside awards honoring many sworn officers, our West Covina Police Volunteers program, domestic violence victim advocate, and K9 Officers.

The staff of the West Covina Police Department strive to provide the highest level of service, focusing on four core values: Community responsiveness; integrity; teamwork; and effort. To that end, the department is divided into the following divisions: Patrol, Administrative & Investigative, and Administration.

Patrol Division
Two-thirds of all sworn officers' work in the Patrol division, which focuses on patrolling city streets, responding to calls for service, and identifying potential crime problems. In addition to Q patrol officers, this division includes reserve officers and the West Covina Police Q Volunteers who perform non -hazardous duties. Under the Community Service Area Q Policing program, four dedicated lieutenants and their crews are assigned a specific quadrant of the city and tasked with resolving public safety concerns for residents, neighborhoods, and businesses. Collateral duties for sworn personnel in the Patrol Division include jail management, arrest and control, force options, special problems detail, peer support, SWAT, Reserve Program oversight, public information officer duties, field training officer program, and hostage negotiations. This division also incorporates two subdivisions:

Traffic Unit
This unit provides enforcement of traffic laws, targeted enforcement at schools and other sites, traffic investigations, parking enforcement, oversight of the crossing guard services contract, and fleet services.

Jail Operations
This unit processes all arrests, oversees all prisoners, coordinates all jail operations, and maintains compliance with State mandates specific to jail operations.

Page 91 ends

P[SI (NI1:1

City of West Covina
FY 2022-23 Proposed Budget
General Fund
Administrative & Investigative Division
This division is responsible for providing investigation and follow-up services associated with major crimes, answering calls from the public, and overseeing the centralized administrative functions of the Police Department. Collateral duties for sworn personnel in the Administrative & Investigative Division include property room and evidence, manual update committee, honor guard, Explorer program, terrorism liaison office, and the firing range.

Investigations and Support Services
For almost any crime victim to obtain justice in our courts (i.e., for a suspect to be convicted), detectives conduct intensive follow-up and prepare cases for the district attorney. Investigative assignments include homicide, robbery, sex crimes, assault and battery, weapons violations, missing persons, fraud and identity theft, automobile theft, burglary, and court liaison. Certain officers are involved in specialized interagency task forces, and the department's domestic violence victim advocate (partially funded from CDBG grant funds) and a law enforcement -specific Code Enforcement position are assigned here.

Investigations incorporates one subdivision:

Special Enforcement Team (SET)
This team works irregular schedules dictated by the demands of their specialized investigations, which include narcotics, surveillance, interagency intelligence, and other targeted enforcement.

Administration
Focusing on the centralized administrative division functions of the Police Department, Administration includes the Records Division, Dispatch Operations, Personnel & Training, and the Property & Evidence unit. Administration incorporates two subdivisions:

Communications
This division handles all emergency dispatch operations for both Police and Fire.

West Covina Service Group (WCSG)
This group supplies Computer Aided Dispatch and Records Management System (CAD/RMS) service and technological support to West Covina and client agencies.

Page 92 ends

w�si �xi

Police Department
Police Chief
Police Admin Sew. Mgr
Senior Admin.

Asst,
Adinin.

AssiSt
ADMINISTRATIVE 8

INVESTIGATIVE

DIVISION
Captain

ADMINISTRATION DIVISION SUPPORT INVES

LT (PRSI I, PRSI)
ho

COMMUNIATIONS
Communications Mgr.

Supervisor (4)
Senior Operatior(4)
Dispatcher(10)
PERSONNEL&RAININGort
SOF '
CPL
\CKG ROU N OS/, KROOL
SOURCE
q ECRU ITING OFFICERS

RECORDS BUREAU
YOUTH Records Supervisor
:PLORERS
PRSII(4), PRSI(6)

SPECIAL

NFORCEMENT
TEAM

SGT, CPL, OFF
(5)

PATROL DIVISION
Captain
LT (4)
SGT(7)

CATIONS
CPL(7)
IT
OFF (37)
CSO (7)

TRAFFIC UNIT
SGT
JAIL
CPL

OPERATIONS
Lead jailer
OFF (2)
Jailer(5)
Parking Enforecemt
(OFF 2)
Cadets(K)
Division
Support/TCkets
Office Aide

VVESTCONNA

POLICE RESERVES
POLICE
Field Enforcement

VOLUNTEERSPI
and Support

CRIME AGAINST CRIMES AGAINST

PERSONS PROPERTY
ST, CPL (4), OFF (3). SET, CPL, OFF(3), CSO
Vic Adv (2), Code Eng. Sup.
.............�.� PROPERFYROOM
Crim. Justice EVIDENCE
!search Analyst CS0(2)

City of West Covina
FY 2022-23 Proposed Budget
General Fund
Full -Time Sworn
Corporal
17 17
17 17 0
Lieutenant
6 6
6 6 0
Officer
61 53
57 57 0
Police Captain
2 2
2 2 0
Police Chief
1 1
1 1 0
Police Officer Recruit
0 0
6 6 0
Sergeant
13 13
13 13 0
TotalFull-Time Sworn
00 Full -Time
Administrative Assistant 1
1 1
0 0 0
Code Enforcement Supervisor
1 1
1 1 0
Communications Manager
1 1
1 1 0
Communications Supervisor
4 4
4 4 0
Community Services Officer
11 11
8 8 0
Criminal Justice Res Analyst I
1 1
1 1 0
Forensic Specialist Supervisor
0 0
1 1 0
Jailer
6 6
6 6 0
Lead Jailer
1 1
1 1 0
Police Admin Svcs Manager
1 1
1 1 0
Police Records Manager
0 0
1 1 0
Police Records Specialist 1
6 6
3 3 0
Police Records Specialist II
4 4
4 4 0
Police Records Supervisor
1 1
0 1 1
Public Safety Dispatcher
10 10
8 8 0
Senior Software Developer
2 0
0 0 0
Software Developer
6 0
0 0 0
Software Development Manager
1 0
0 0 0
Sr Administrative Assistant
2 2
2 2 0
Sr Communications Operator
3 3
4 4 0
User Support Specialist
1 1
1 1 0
Victim Advocate
1 1
1 1 0

Page 94 ends

1��

City of West Covina
FY 2022-23 Proposed Budget
General Fund
Part -Time
Administrative Aide
0 0
3 3 0
Office Aide III
0 0
2 2 0
Pd Lieutenant - Level 1 Resery
0 0
1 1 0
Pd Officer - Level 1
0 0
1 1 0
Pd Reserve Commander
0 0
1 1 0
Pd Reserve Sergeant - Level 1
0 0
1 1 0
Sr Communications Operator
1 1
1 1 0
Limited Service PT
Police Cadet
0 0
7 7 0
■ A Forensic Specialist Supervisor and Police Records Manager positions were added mid -year FY2021-22.
■ 10 Sworn officers were approved with the adoption of the FY 2021-2022 Budget. For 2022-2023, staffing needs remained consistent.
■ Three Community Service Officers, two Dispatchers, and three Records Specialists have been frozen the past two fiscal years and were removed from the position listing in FY 2021-2022.

Goals and Objectives
The department's operational goals and the specific objectives they encompass are all geared toward the City Council's goal of maintaining public safety.

1. Continue to focus on the core mission of providing front-line law enforcement services to the community.
a) Work to provide quality safety services and traffic enforcement within the limits of available resources with the goal of reducing crime.
b) Work closely with regional and federal partners to actively monitor repeat violent offenders, target auto thefts, and reduce narcotics sales and distribution in the San Gabriel Valley. c) Explore opportunities to expand and improve volunteer, intern and Reserve programs, to meet department needs and enhance cost effective employment experiences. d) Rapidly respond to mental health cases and homelessness, by continuing two dedicated "HOPE" Officer positions.

2. Continue technology investments to demonstrate transparency and improve department operations. a) Implement new body -worn camera system.
ssi cmiu Page 95
w

City of West Covina FY 2022-23 Proposed Budget
General Fund
b) Continually update the public using the Department website and social media sites.

3. Maintain current standards of training excellence.
a) Prioritize training needs through the chain of command, determining what is mandatory, vital, and cost-effective.
b) Pursue available training reimbursements.
c) Complete an updated training plan for WCPD personnel.

Accomplishments
• West Covina police officers work extraordinarily efficiently and effectively. They handle about 200 incidents per day. The department continued its focus on front-line law enforcement and crime prevention activities to improve public safety.
• The Department implemented technology improvements to increase efficiency and improve the delivery of safety services to the community. The Department deployed electronic citation writer devices, electronic collision reporting, implemented an automated license plate reader (ALPR) camera system, secured grant funds for a software system to automate the submission of collision data to the State, and for a body -worn camera system. Additionally, about $3 million in federal Coronavirus Recovery funds were used to purchase new radios for the Police and Fire Departments. • Parts of the Department were restructured, adapting and improving the organization of work.

Positions created were Internet Crimes Against Children (ICAO) Detective, a civilian Records Manager, and a civilian Forensics Manager.
■ The Department demonstrated its ongoing commitment to transparency and community engagement. The Department published an Annual Review report with detailed information on many WCPD functions, services, and accomplishments. WCPD's social media pages kept residents informed about events, crime information, and police operations. • The Department continued recruitment and hiring efforts. In FY 2021-22, the City Council authorized the addition of 10 Police Officer positions, to help address staffing and service needs. In the past year, the department conducted many recruitments and filed 32 positions. ■ Two dedicated HOPE (Homeless Outreach & Park Enforcement) Officers focused on safety at City parks and addressing homeless issues. Working in cooperation with regional homeless services providers, WCPD's HOPE Officers made 1,497 individual contacts, cleared/removed 230 encampment sites, and successfully connected 514 individuals with homeless related services. Additionally, HOPE Officers issued 34 citations and made 75 arrests for crimes committed. • The Department continued its excellent record of using special funds to improve public safety and police operations. Items funded last year included a School Resource Officer (SRO) position to focus on tobacco prevention at middle schools, vehicles and vehicle mounted equipment, an automated collision data submittal system, a body -worn camera system, and more. These specially funded items totaled about $4 million, all without burdening the City General Fund or local taxpayers.

Page 96 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Performance Measures
Dispatched calls for service
Officer -initiated contacts
Felony arrest
Misdemeanor arrest
Traffic citations
Contacts by HOPE Officers
Homeless encampments cleared
Public information updates published on
Department social media
Training reimbursement revenue received
Expenditures
#1
62,456
59,953
#1
18,898
8,173
#1
690
1,142
#1
701
1,306
#1
1,984
2,533
#1
867
1,497
#1
113
230
#2
200
200
#3
$51,110
$40,000
Salaries & Benefits
22,711,267
21,413,100
24,257,150
25,058,413
3,645,313
Salaries
11,832,529
11,378,500
12,182,969
13,215,365
1,836,865
Benefits
8,464,201
7,894,100
8,472,159
7,752,375
(141,725)
Overtime
2,414,538
1,526,000
2,987,505
3,125,240
1,599,240
PERS UAL Payment
-
614,500
614,517
965,433
350,933
Materials & Services
1,155,796
1,284,800
1,560,345
1,476,020
191,220
Materials & Services
785,496
906,100
1,116,224
998,170
92,070
Fuel
295,168
272,500
383,933
391,050
118,550
Utilities
64,627
92,700
47,806
72,700
(20,000)
Maintenance & Repairs
10,506
13,500
12,382
14,100
600
Allocated Costs
1,215,116
1,312,400
1,178,262
1,310,097
(2,303)
Allocated Costs
1,215,116
1,312,400
1,178,262
1,310,097
(2,303)

Page 97 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Major changes
• Salaries increased due to the annual base salary increase and additional sworn personnel. Salaries and overtime were analyzed and projected to reflect the actual expense incurred based on the current year estimate and prior year's average expense. • Decrease in benefits is due to changes in Memorandum of Understanding (MOU) for the Police Officers' association (WCPOA) & Non -Sworn Safety effective July 1, 2021, through June 30, 2024 • Increase in materials & services is due to an increase in training, uniforms, and contractual services • Allocated cost consists of fuel, vehicle maintenance, and vehicle replacement cost. Increase is due to an increase in fuel prices and fleet size
• A major contractual service consists of a crossing guard services which is part of a cost sharing opportunity. The city shares the cost of the School Resource Officers (SROs) and crossing guard services with local school districts.

N 30,000
v
c
m
N
0 25,000
L
f-
20,000
15,000
10,000
5,000
0 FY 2020-21 Actual
Police Expenditures
FY 2021-22 Original FY 2021-22 Estimate FY 2022-23 Budget Budget
■ Salaries & Benefits ■ Materials & Services ■ Allocated Costs ■ Capital Assets

Page 98 ends

wsss mmu

City of West Covina
FY 2022-23 Proposed Budget
General Fund
Expenditures by Division
3110-Police Administration
Salaries & Benefits
4,069,953
3,889,300
3,897,433
4,342,207
452,907
Materials & Services
880,513
1,032,100
1,221,689
1,131,090
98,990
Allocated Costs
30,300
8,000
5,613
18,638
10,638
3110-Police Administration Total
4,980,767rr
3115-Jail
Salaries & Benefits
472,453
522,600
527,642
573,051
50,451
3116-Dispatch M
Salaries & Benefits 1,719,068 1,669,400 1,873,380 2,005,430 336,030 3120-Patrol
Salaries & Benefits 10,875,281 10,335,800 11,844,955 11,778,671 1,442,871 Materials & Services 192,233 180,000 250,581 255,220 75,220 Allocated Costs 1,108,902 1,278,800 1,148,151 1,211,175 (67,6251 3121-Traffic
Salaries & Benefits
935,940
1,007,700
788,515
994,746
(12,954)
Materials & Services
2,300
2,700
1,627
1,660
(1,040)
Allocated Costs
-
600
-
-
(600)
3125-Community Enhancement
Salaries & Benefits
61,864
41,700
57,249
46,713
5,013
3130-Investigations
M.

Salaries & Benefits
3,259,444 2,849,700 3,763,077 3,894,983 1,045,283
Materials & Services
80,156 70,000 86,448 88,050 18,050
Allocated Costs
75,913 25,000 24,498 80,284 55,284
3131-Special Enforcement Team
Salaries & Benefits 1,317,264 1,096,900 1,504,899 1,422,612 325,712 Materials & Services 594 - - - -

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City of West Covina FY 2022-23 Proposed Budget
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City of West Covina FY 2022-23 Proposed Budget
General Fund
Mission Statement
To provide the highest level of life and property safety in a caring and cost-effective manner, and to continually strive to provide quality customer service for the community, the organization, and to one another.

About
The Fire Department is comprised of a combination of dedicated career firefighters and civilian staff. The members of the Fire Department take extreme pride in serving the citizens and visitors of West Covina with the utmost respect and compassion. The Fire Department provides all-risk services and response for fire suppression, fire prevention, technical rescue, disaster preparedness, emergency medical and ambulance transport, and public education services for the community. By utilizing resources provided by the city, the Fire Department makes every effort to:
• Respond quickly.
■ Treat people with respect and dignity.
• Utilize experience and training to assist in the "most appropriate" manner; and • Look for additional opportunities to help make the community "safer." From January 1, 2021, to December 31, 2021, the Fire Department responded to a total of 9,292 reported emergency incidents that originated from 9-1-1 calls. Emergency responses included; 6,438 calls for medical assistance, 2,249 calls for public assistance, 247 false alarms, 111 hazardous conditions, 234fires, and 13 other type calls, for a total estimated fire loss of $2,084,735.00. The average response time to all incidents was 8 minutes and 53 seconds.

Listed below are the five fire stations which serve the City of West Covina:
■ Fire Station No. 1: 819 S. Sunset Avenue
• Fire Station No. 2: 2441 E. Cortez Street
■ Fire Station No. 3: 1433 W. Puente Avenue
• Fire Station No. 4: 1815 S. Azusa Avenue
• Fire Station No. 5: 2650 E. Shadow Oak Drive
The Fire Department has five basic functional responsibilities which are described below:
�%% Page 101

City of West Covina FY 2022-23 Proposed Budget
General Fund
Fire Administration
Provides organizational leadership, management, and support for the overall operations and business functions of the Fire Department. Major activities include administration, budget, business services, contracts, community outreach, customer service, data analysis, fees, personnel recruitment, policies and procedures, procurement, programmatic support, records management, reports, special projects, strategic planning, and representing the interests of the Fire Department with internal and external stakeholders.

Fire Prevention Bureau
• The Fire Chief currently serves in a dual role as the Fire Chief and Fire Marshal. If ■ Tasked with administering the California Fire Code, California Code of Regulations Titles 19 and 24, and nationally recognized standards and practices. These relate to compliance with fire and life safety requirements set by local, state, and federal governments and apply to both new and existing occupancies.
• Inspects buildings and facilities and issues operational permits and construction permits per the California Fire Code.
• Inspects state mandated facilities to ensure compliance with the California Health and Safety Code. ■ Ensures the fire, life, and environmental safety of the community by reviewing architectural and fire protection plans forfire safety and related technical issues. Fire Prevention Bureau contracts with two consultants to review building plans to ensure proposed designs meet current fire codes. Applicable costs related to working with the consultants are recovered by fees designed for full cost recovery. ■ Coordinates with the City's Building, Planning, and Community and Economic Development divisions to ensure all planned developments comply with the California Fire Code.

Operations
• Provides a professionally trained emergency force for fire, medical, rescue, hazardous materials, and all -hazard response, 24 hours a day, 365 days per year. • Emergency response to 9-1-1 calls is provided from five fire stations that are strategically located to ensure timely emergency responses. At each of the five fire stations, the Fire Department has strategically placed either a paramedic assessment engine company or paramedic assessment quint capable truck company. In addition to these resources, three paramedic rescue ambulances are available at Fire Station No. 1, Fire Station No. 2, and Fire Station No. 4. The on -duty Assistant Fire Chief and the Command Vehicle that oversees and manages the day-to-day operations and resources for all five fire stations is located at Fire Station No. 2. This configuration provides a daily effective response force of 23 sworn personnel and a uniform level of life safety protection for fire and emergency medical calls to meet the rapidly increasing call volumes the City has been experiencing over several years.
■ Firefighters utilize aggressive interior -attack firefighting techniques to control fires quickly and increase the life safety of trapped occupants. Using a deployment of firefighting resources, the community experiences a relatively low annual fire loss.

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wui mini

City of West Covina FY 2022-23 Proposed Budget
General Fund
■ Approximately 69 percent of the Fire Department's activity is directed towards emergency medical services (EMS). The Fire Department delivers extremely high- level advanced life support medical treatment. EMS quality assurance is ensured through periodic quality control audits. The Fire Department contracts with UCLA for a Nurse Educator to provide continuing education training to all Emergency Medical Technicians and paramedic personnel. City paramedics are trained to the highest standards and are participating in several new cutting -edge life-saving skills that the Los Angeles County EMS Agency has implemented.
• In addition to medical emergencies and fires, the Fire Department responds to additional 9-1-1 calls for service including but not limited to infants locked in vehicles, chemical and product spills, inadvertent fire alarm activations, assistance to the Police Department, animal rescues, good intent calls, and responses to assist in adjacent communities through Automatic and Mutual Aid agreements.

Emergency Planning
• Fiscal challenges have reduced the dedication of resources for emergency planning.

This program is now an ancillary function of the Fire Department, worked on an as needed basis or when required.
■ All firefighters receive specialized first -responder training for the response to natural 00 disasters and terrorism incidents.
■ Ensure City personnel can provide appropriate rescue and relief services following a major disaster such as earthquake, flood, nuclear power accident, hazardous material spill, and wildland fire including the operation of the Emergency Operations Center (EOC) as a cohesive unit if required, in case a large-scale disaster were to affect the City of West Covina and its citizens.

Training
■ Recruit Training - Newly hired firefighters attend a training academy to ensure they are trained to the highest level, and that their training and abilities are adequate to be assigned to an engine and/or paramedic company and work seamlessly with the veteran firefighters. After recruits complete their initial training, they are placed on a 1-year probationary period in which they are continually trained and tested to build on their initial training.
■ Department Training- Frequent quality training allows the firefighters to remain prepared to respond to various emergencies. Department members receive all mandated training through in-house manipulative and classroom drills, formalized workshops and seminars, and train -the -trainer academies. Firefighters pride themselves on building realistic props for training and conducting pre - fire planning on City buildings and target hazards. Annual training covers all aspects of the firefighter's job to ensure each member maintains a constant, high level of readiness to respond to any potential emergency situation.
• Monitoring of all department member's California Department of Motor Vehicle requirements and records, annual training mandates, and educational mandate. wsn cmiu Page 103

Fire

FIRE CHIEF/LEA
SENIOR �� MANAGEMENT

ADMINISTRATIVE ANALYST

ASSISTANT

ADMINISTRATIVE AIDE C' FIRE PROTECTION
SPECIALIST *

FIRE PROTECTION I I ADMINISTRATIVE AIDE

SPECIALIST
FANT FIRE CHIEFS 9M
(3) BKK
Shift A/B/C
STATION 1
Engine (3)
Rescue Ambulance (2)
STATION 2
Truck (4)
Rescue Ambulance (2)
STATION 3
Engine (3)
STATION 4
Rescue Ambulance (2)
Engine (3)
STATION 5
Engine (3)

City of West Covina FY 2022-23 Proposed Budget
General Fund
Full -Time Sworn
Assistant Fire Chief
Fire Captain
Fire Chief
Fire Engineer
Firefighter
Full -Time
Administrative Aide
Fire Protection Specialist
Management Analyst I
Senior Account Clerk
Sr Administrative Assistant
Part -Time
Fire Protection
Goals and Objectives
3 3
3 3 0
15 15
16 15 -1
1 1
1 1 0
15 15
15 15 0
3 3
9 9 0
33 33
27 27 0
1 1
2 2 0
1 1
1 1 0
1 1
0 1 1
1 1
0 0 0
1 1
1 1 0
0 0
El

1. Train, mentor, and develop new and current staff members for succession planning. Be proactive in hiring and promotional testing procedures to maintain staffing levels and minimize constant staffing personnel expenses.

2. Continue to provide the highest level of safety precautions response readiness and cooperation with all organizations during the COVID-19 pandemic.

3. Maintain a high level of operational readiness through enhanced training and development that will ensure prompt and efficient emergency response to all emergencies.

4. Continue to provide emergency medical services training to personnel and maintain equipment and supplies necessary to meet service level demands as well as comply with Los Angeles County Department of Health Services mandates.

5. Continue to work with the Los Angeles Area Fire Chiefs' Association Regional Training Group (LAAFCA RTG), a partnership supported by all the fire departments in Los Angeles County, to provide regional training opportunities for Fire Department personnel. wsn cmiu Page 105

City of West Covina FY 2022-23 Proposed Budget
General Fund

6. Research and apply for federal, state, and private grant opportunities for firefighter training and the procurement of firefighting equipment. Continue to maintain detailed grant records of current and past grant awards for compliance and to prepare for audits.

7. Continue to monitor and control the Fire Department budget, including constant staffing and strike team expenses. Explore all avenues of cost recovery and reimbursements through federal and state agencies.

8. Provide quality fiscal management in developing specifications, procurement, maintenance, and repairs for vehicles, apparatus, facilities, and firefighting equipment.

9. Establish an outreach/marketing program to residents and business and increase enrollment in the City's Ambulance Subscription Program including the development of new program materials, advisements, community partnerships, and promotion events.

10. Implement a Reserve Fire Inspector (Volunteer) program. The Reserve Fire Inspector assists the Fire Prevention Bureau with fire and life safety related work, participates in public education activities that promote fire and life safety, and performs other duties as assigned.

11. Host the 4th annual Fire Prevention Week poster contest in conjunction with National Fire Protection Week. The poster contest will be available to all elementary schools in West Covina and focus on fire and life safety themes. Entries will be judged by the community during the 4th annual Fire Prevention Week Open House (held the first Saturday in October at Fire Station No. 2). Winning entries will be recognized at a City Council meeting and a decal of the winning poster will be made (affixed to the side of the fire engines, on display for the entire community).

12. Complete annual inspections on all business that have not been inspected for fire and life safety.

13. Train 2 additional members to the level of Hazard Material specialists and train additional 10 members to Urban Search and Rescue specialists.

14. Continue fire station improvements.

Accomplishments
Maintained a Class 3 Public Protection Classification (PPC) from the Insurance Services Offices (ISO) for fire protection. PPC is a tool for property and casualty insurers to properly assess risk by rating fire protection systems throughout the United States with a range of 1-10 (with 1 being the highest). Of the 30,000 fire departments in the United States, less than 1% have a PPC of 3 or higher.
■ Responded to the COVID-19 pandemic working closely with federal, state and local partners.

Assisted with local response for testing and education. ■ Completed fire station safety concerns by repairing, diesel exhaust capture equipment, repaired broken apparatus bay doors, secured bay door openings for structural support. ■ Hosted a "green cell" training simulation in conjunction with the Los Angeles Area Fire Chiefs Association Regional Training Group (LAAFCA RTG). Green cell is a computer -based simulation training designed to place fire department personnel through various scenarios including but not limited to multi -casualty incidents, structure fires, and "mayday" scenarios involving lost, trapped,

Page 106 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
or injured persons.
• Continued to utilize Enhanced data collection methodologies to identify emergency service improvement opportunities, for fire prevention and fire recovery. • Implemented a data collection and management system to maintain our fire protection system compliance with business in the city.
• Continued our Emergency Incident Billing Program to recover related costs for the response to emergency incidents including but not limited to the response to a motor vehicle incident, a hazardous materials cleanup, a fire, a water incident, or a special rescue. At the scene, the Fire Department will take the appropriate actions to protect life and property before collecting the identification and insurance or the person, or parties, involved. Billing will only occur if insurance information is collected. Billing insurance companies for an emergency response allows the Fire Department to collect from the negligent party responsible for the emergency incident without charging them directly.
• Responded to 52 different mutual aid wildland responses with, engine companies, Fireline EMTs, Field Observers, Chief Officers, specialized Urban Search and Rescue teams. ■ Competed implementation and training of 2019 FEMA Assistance to Firefighters (AFG) grant award that replaced two ambulance gurneys, patient loading devices and three CPR devices. ■ Competed implementation and training of 2019 FEMA State Homeland Security Program (SHSP) Grant and replaced and update Urban Search and Rescue equipment for technical rescue. ■ Obtained CAL-OES mutual AID Fire Engine Type 6 resource. ■ Purchased Fire Engine Type 3 Resource
• Completed new roof repairs to Fire Stations #2 & #4, parking lot replacement Fire Station #4. ■ Interior and Exterior painting, flooring, and countertops of Fire Stations #2 & #4. • Full staffing in all ranks of Fire Suppressions operations section of the Fire Department. • Placed an order fortwo new Fire Department Rescue Ambulances. Anticipated delivery May 2023. ■ Placed an order fortwo new Fire Department Type 1 Fire Engines and 1 Fire Truck (Quint Capable), anticipated delivery April and June 2023, respectively.

Performance Measures
Total number of emergency responses that #2 8,783 9,292 N/A originated from 9-1-1 calls
Average response time to incidents #2 6 minutes 8 minutes 8 minutes and 43 and 53
seconds seconds

Page 107 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Expenditures
Salaries & Benefits
18,038,433
14,876,900
18,296,242
18,435,699
3,558,799
Salaries
7,629,673
7,307,200
7,548,962
7,859,180
551,980
Benefits
5,991,835
5,298,400
6,320,034
5,514,317
215,917
Overtime
3,311,852
1,830,000
3,299,842
3,356,760
1,526,760
Mutual Aid Overtime
1,105,073
214,500
896,198
1,138,225
923,725
PERS UAL Payment
0 226,800
231,206
567,217
340,417
Materials & Services
1,548,906
1,244,000
1,370,819
1,171,618
(72,382)
Materials & Services
1,318,706
1,003,400
1,143,944
921,238
(82,162)
Fuel
90,552
109,200
134,388
136,880
27,680
Utilities
81,747
77,700
83,059
83,400
5,700
Maintenance & Repairs
57,902
53,700
9,428
30,100
(23,600)
Capital Assets
0 0
29,995
0 0
Capital Assets
0 0
29,995
0 0
Allocated Costs
842,884
868,300
908,243
936,800
68,500
Allocated Costs
842,884
868,300
908,243
936,800
68,500
Grand Total
i
00 20,605,299
Major Changes
■ Salaries are increased based on funding current memorandums of understandings for the Fire Department, there are also anticipated step increases reflected in the estimate. ■ Overtime salaries were analyzed and projected to reflect the actual expense incurred based on the current year estimate and prior years' average, additionally there is a consideration of COLA increases.
■ Expenditures have been adjusted to prior year actuals throughout.

N 25000
0 20000
0 F 15000
10000
5000
0 Fire Expenditures
FY 2020-21 Actual FY 2021-22 FY 2021-22 FY 2022-23
Original Budget Estimate Budget
■ Salaries & Benefits ■ Materials & Services ■ Allocated Costs ■ Debt Service ■ Capital Assets

Page 108 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
3210-Fire Administration
Salaries & Benefits
Materials & Services
Capital Assets
Allocated Costs
3230-Fire Prevention
Salaries & Benefits
Materials & Services
Allocated Costs
3240-Emergency Services
Salaries & Benefits
Materials & Services
20,273,588
16,798,400
20,364,025
20,327,613
3,529,213
17,939,620
14,768,500
18,132,545
18,307,995
3,539,495
1,491,083
1,161,600
1,293,242
1,082,818
(78,782)
0 0
29,995
0 0
842,884
868,300
908,243
936,800
68,500
145,367
173,100
224,493
198,804
25,704
98,812
108,400
163,697
127,704
19,304
46,555
64,700
60,796
71,100
6,400
0 0
0 0
0 11,268
17,700
16,781
17,700
0 0
0 0
0 0
11,268
17,700
16,781
17,700
0

Page 109 ends

City of West Covina FY 2022-23 Proposed Budget
Page intentionally left blank.

Page 110 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Mission Statement
To enhance the quality of life in West Covina through people, facilities, programs, and partnerships. To provide the public with the highest level of service in the construction and maintenance of City infrastructure and construction development services to the community.

About
The Public Services Department was created in October 2018 as a result of reorganizing the Public Works Department and merger with the Community Services Department. The Public Services Department is comprised of two divisions: Community Services and Public Service Maintenance. The Department offers social and recreational programming, advocacy, child-care, special events, and transportation. The Department serves as a City liaison to numerous youth sport groups and community organizations, while helping mediate activities such as community planning, collaboration, and senior services. The Department provides the maintenance of the Cityfleet, parks, streets, traffic signals, sewer system, public rights of way, trees, and City facilities. In addition, the Department manages the City's environmental programs including recycling and franchise waste collection.

Grant management programs are also assigned to the Department and include the administration of the Community Development Block Grant (CDBG), Air Quality Management District (AQMD), the Area Agency on Aging Grant for senior meals, Summer Food Service Program, County Park Bond grant program, Measure A, Propositions 68, A and C, Measure M, and Measure R Local Return funds, and the Department pursues competitive grants in community service areas. In an effort to raise funds for the community's benefit, the Department also provides a 501(c)3 non- profit called the West Covina Community Services Foundation. The Department uses federal and local monies, fees, grants, donations, and General Fund resources to provide a variety of services.

The Department has 37 full-time staff and a number of part-time staff combined in both divisions, who provide the many programs and services offered to the community, and to manage the appropriate expenditures of the budget.

The Public Services Department is divided into the following divisions:
wsn cmiu Page 111

Public Services
Assistant City Manager/
Director of Public Services**
Public Services Deputy Public
-............ r
Manager Services Director
Services
Coordinator (4)
Pubic Services
Day Care
Superintendent
Director*(3)
Administrative
Day Care
Assistant II
Teacher* (6)
Management
Recreation Site
Analyst I
Coordinator* (8)
Maintenance
Recreation
Services
Leader* (38)
Coordinator(3)
Electrician 11
Recreation
Assistant*
Electrician I
Admin Assistant
Equipment
Admin Assistant
Operator
II
Assistant III J Head Cook
Maintenance 0 Assistant Cook*
Leadworker
Senior
Maintenance
Worker
Maintenance
Assistant*
Maintenance
Worker 11 (16)

City of West Covina
FY 2022-23 Proposed Budget
General Fund
Full -Time
Administrative Assistant 1
1 2
1 1
0 Administrative Assistant 11
2 1
2 2
0 Assistant City Manager
0 0
Building Maintenance Leadworker
1 1
1 1
0 Community Services Coordinator
2 2
4 4
0 Contract Coordinator
1 1
0 0
0 Electrician 1
0 0
1 1
0 Electrician 11
1 1
1 1
0 Electrician Leadworker
1 1
0 0
0 Equipment Operator
1 1
1 1
0 Fleet Services Coordinator
1 1
0 0
0 Head Cook
1 1
1 1
0 Maintenance Leadworker
3 3
0 2
2 Maintenance Services Supervisor
1 1
0 0
0 Maintenance Svcs Coordinator
0 0
3 3
0 Maintenance Worker II
6 6
16 22
6 Maintenance Worker III
0 0
0 4
4 Management Analyst 1
1 1
1 1
0 Office Assistant 11
0 0
1 1
0 Operations Technician
1 1
0 0
0 Public Services Deputy Director
0 0
1 1
0 Public Services Manager
1 1
1 1
0 Public Services Superintendent
1 1
1 1
0 Recreation Services Supervisor
1 1
0 0
0 Senior Account Clerk
1 1
0 0
0 Senior Maintenance Worker
0 0
1 1
0 Part -Time
Assistant Cook
1 1
1 1
0 Maintenance Assistant
0 0
1 1
0 i
Limited Service PT
Day Care Director
0 0
3 3
0 Day Care Teacher
0 0
6 6
0 Recreation Assistant
0 0
1 1
0 Recreation Leader
0 0
38 38
0 Recreation Site Coordinator
0 0
8 8
0

Page 113 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Department Goals and Objectives

1. Continue to provide the highest level of service, while maintaining fiscal responsibility in providing new special events, volunteer opportunities, and promotion of community activities.

2. Focus on partnerships with organizations in the West Covina Community Service Group and begin to offer community volunteerism opportunities and events in the City of West Covina.

3. Continue to work with Sports Council and youth sport groups to provide athletic opportunities for residents.

4. Re-establish the vital recreation and community service programming that was curtailed due to the COVID-19 pandemic.

5. Work on reestablishing daily operations and focus on increasing revenues to offset fees for Community Services through donations, rentals, and leisure classes, programs, and services.

6. Increase marketing efforts as facilities begin to reopen for all classes, programs and events through flyers, Reintroduce Discover Newsletter & Community Recreation Guide. Improve communication and online visibility with enhancements to the City website and social media channels. Improve branding throughout programs.

7. Oversee development and implementation of the City's five-year Capital Improvement Program (CIP) projects.

8. Oversee department operations to ensure essential services are provided and the City's infrastructure is maintained.

9. Research grant opportunities to fund street, park, landscape, safety, conservation, and environmental programs/projects. Focus on funding opportunities, especially regional, for the rehabilitation of the GalsterTrail and its extension to the Schabarum Trail.

10. Conduct a Request for Proposals for transit services, informed by consultant evaluation

11. Manage and monitor South Coast Air Quality Management District (SCAQMD) (AB2766) subvention funds.

12. Submit application for Tree City USA Recertification.

13. Continue the used oil and used oil filter recycling program. Encourage do-it-yourself residents to participate in recycling their used oil and filters in an environmentally friendly way.

14. Continue to promote and educate residents about the California Refund Value (CRV), Sharps collection, and low-income senior citizen discount waste collection programs.

15. Continue to complete all graffiti abatement requests within the 48-hour response window.

16. Continue sewer manhole roach abatement.

17. Complete Maintenance and Servicing improvements for Proposition A County Park Bond Funded project, including improvements to the Del Norte Dog Park

Page 114 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Department Accomplishments
• Established an Adopt -A -Senior sponsorship program. Successfully secured monetary donations to be used to provide meals for seniors currently on the meal program service. • Successfully carry -out the collaborative homeless plan implementation grant along with four City partners: Covina, Azusa, Glendora, and Duarte.
• Applied for Prop 68 Per Capita funds to replace the playground at Cortez Park. Awarded $244,109.

Construction is underway and will be completed in the current year. • The Senior Services Division reintroduced in -person activities for seniors with events celebrating Thanksgiving, New Year's, Valentine's Day, St. Patrick's Day, and an Easter Egg Hunt. ■ Staff collaborated with local restaurants such as Fujin Ramen to provide hot donated meals to senior program participants.
■ Community Services Division hosts monthly LA Regional Food Bank Distribution providing non- perishable food bank boxes to 300 seniors monthly.
■ The Go West Shuttle provided service to over 12,187 passengers, while Dial -A -Ride service provided approximately 6,300 rides to West Covina residents. The shutdown resulting from COVID negatively impacted ridership.
• Retain a consultant to evaluate current transit services, including alignments.

Staff served as the City's liaison to the U.S. Department of Housing and Urban Development (HUD) to ensure the City's Community Development Block Grant (CDBG) program was in compliance. • Staff administered agreements and provided technical assistance to the City's 12 CDBG-funded sub -recipients for Fiscal Year 2021-2022 which included services such as food banks, fair housing services, senior nutrition, senior case management, homeless services, and subsidies for childcare. • Completed and submitted the CDBG One -Year Action Plan (FY 2021-2022).

Applied for and received "Tree City USA" recertification for the 40th consecutive year. • Continued to comply with the State Water Resources Control Board requirements to monitor and manage the Sewer System Management Plan (SSMP) and Sanitary Sewer Overflow program. • The Senior Meals Program transitioned from congregate to meal delivery/drive-thru service during the COVID-19 pandemic. Program participation increased dramatically, serving 250 West Covina residents weekly by drive-thru and home delivery.
■ Implemented a safe way to provide AARP tax services to low-income West Covina senior residents following all COVID safety procedures.
• Secured an additional $276,561 in funding for the Senior Meals Program through the County. • COVID-19 testing sites were hosted at City Hall, Cameron Park, Cortez Park, and Shadow Oak Park. ■ Through the CARES Act, an additional $709,140 in CDBG-CV funds was received. • Received over $100k in Proposition A Funds for self -reporting to the National Transit Database.

Page 115 ends

wH M

City of West Covina FY 2022-23 Proposed Budget
General Fund
■ Completed improvements for Proposition A, County Park Bond Funded projects, including replacement of woodchips with new rubberized surfacing of tot lots at Aroma, Palm View, and Walmerado Parks.
■ Completed project to install new fully accessible playground equipment, fitness equipment, and other amenities at Friendship Park funded with CDBG funds. ■ Applied for and was award a grant through the National Parks and Recreation Association to conduct a fitness program for seniors at Palm View Center.

Community Services
The Community Services Division operates one nature center, one senior center, one licensed day care, two community centers, one equestrian center, one splash pad, one skate park, one roller hockey center, and ten athletic facilities, as well as the West Covina Sports Complex.

The Division also hosts special events each year to celebrate the community's diverse culture, holidays, youth and senior populations, summer vacations, and sports league openings. In addition, the City also partners with community -based organizations to provide many more special events.

This year's community events are as follows:
• Memorial & Veterans Day Ceremonies
■ Movies in the Park —The Plaza West Covina
• Summer Concert Series — Corporate Sponsors
• Volunteer Recognition Luncheon — Intervalley Health Plan ■ West Covina Senior Center Events — Corporate Sponsors ■ Parents' Place Family Festival
• Tree Lighting Ceremony and Snow Event
■ Spring Festival
■ Easter EggHunt— Kiwanis
• Independence Day Celebration
National Night Out with West Covina PD
• Centennial Birthday Celebration
Children's Christmas Parade - Kawanis
The Division also provides the general administration to direct, oversee, and support operations, including:
■ Production of the Community Recreation Guide.
■ Passport services at Cameron Park Community Center.
• Involvement in localized and regional homeless services advocacy organizations. • Providing support to the Community and Senior Services Commission.

Page 116 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Grant management programs are also assigned to the Division and include the administration of the Community Development Block Grant (CDBG), the Area Agency on Aging Grant for senior meals, Summer Food Service Program, County Park Bond Grant Program, Propositions A and C as well as Measures R and M Local Return funds, and the Division pursues competitive grants in community service areas.

In an effort to raise funds for the community's benefit, the Division also manages a 501(c) 3 non-profit called the West Covina Community Services Foundation that allows the opportunity for residents and businesses to make donations to offset the costs of the various community events and miscellaneous operations of the City facilities.

The Division acts as a liaison to various community organizations:

Community Service Group
Comprised of numerous civic groups, non-profit organizations, and businesses; this coordinating council fosters community involvement and partnerships that create civic participation opportunities for the overall improvement of the community.

Sports Council
Comprised of seven (7) volunteer youth sports organizations including: football/cheer, softball, soccer, and four baseball leagues; this council coordinates the use of City facilities for youth sports and provides recommendations for the maintenance, repair, and overall field safety at City properties.

Community and Senior Services Commission
The Community and Senior Services Commission (CSSC) was created by the City Council. It is comprised of ten (10) commissioners to aid and advise the City Council on matters that pertain to the community service needs of the citizens of West Covina relating to: public recreational services; cultural activities and special events; youth and senior services; public transportation; and neighborhood and human relations.

There are three (3) Ad -Hoc Committees designed to provide in-depth review of certain project areas:
• CDBG
■ Capital Improvement Projects (CIP)
• Sports Council
During Fiscal Year 2021-22, the CSSC was instrumental in:
• Reviewing and recommending CIP Projects within the City of West Covina. ■ Reviewing and recommending CDBG funding allocations for service groups. ■ Reviewing and recommending Sports Council compliance issues. • Recommending improvements to recreational facilities. ■ Promoting community and recreational events.

APage 117

City of West Covina FY 2022-23 Proposed Budget
General Fund
Performance Measures
Adult Drop -In basketball & volleyball
4,042
-
Adult sports participants served
130
-
Youth Drop -in game room
12,000
-
Youth Drop -in gym
3,000
-
Facility Bookings- Cameron Community Center
East Gym
762
625
266
West Gym
528
453
243
Multi -Purpose Room
76 90
23 Cameron Community Center Total
1,366
1,168
532
Shadow Oak
Park Pavilions
Cameron Park
81 43
2 Cortez Park
58 41
1 Del Norte Park
62 31
-
Friendship Park
7 2
-
Gingrich Park
2 3
-
Galster Park
22 12
-
Orangewood Park
-
-
1 Palm View Park
61 20
-
Shadow Oak Park
26 20
1 Park Pavilion Totals
319
172
5 Recreation class registration (Cameron)
4,689
-
Child Care Programs (4 sites) 17,071 -
Passport Services
Passport Processing Fee 289 16

Page 118 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Public Service Maintenance
This division is responsible for the operations and maintenance of City infrastructure, buildings, and facilities. The division is divided into five sections: Streets and Sewer, Parks Maintenance, Equipment Maintenance, Graffiti Abatement Services, and Environmental Services.

Street and Sewer
This section repairs and maintains streets, sidewalks, traffic signals, lighting, and sewer and storm drain systems. It provides contract administration for the street sweeping and solid waste collection programs and assists other City departments with various projects.

Parks Maintenance
This section provides contract administration for the maintenance of park facilities, landscaped and natural open spaces, landscaping street medians, street trees, Civic Center open areas, and landscaping maintenance districts. It also provides water conservation services and janitorial/building maintenance for all City buildings, including park restrooms and recreation facilities.

Equipment Maintenance
This section oversees purchasing and maintenance of all City vehicles and equipment, maintains and oversees the City's fueling system, and manages storage and disposal of hazardous materials.

Graffiti Abatement Services
This Section is responsible for graffiti abatement of all City right-of-way, parks, and City -owned buildings and facilities. Abatement services include painting over, removing, pressure washing, and repairing any surfaces damaged by graffiti.

Environmental Services
This section promotes waste reduction, reuse, and recycling through programs such as Clean Up Saturdays, Earth Day/Arbor Day, America Recycles Day, beverage container recycling/litter reduction, used oil/oil filter recycling, bi-monthly electronic waste collections, "sharps" container collection, and annual household hazardous waste roundups. It also provides assistance to residents and businesses regarding waste collection and the low-income senior citizen discount program.

Page 119 ends

wssr cmi��

City of West Covina FY 2022-23 Proposed Budget
General Fund
Performance Measures
Maintenance
City Facility Maintenance - All Others
51 126
91 City Facility Repair Request Police Department
15 44
45 City Facility Repair Request Fire Department
11 47
77 City Park - Dog Bag devices empty
-
1 -
City Park Community Centers
59 85
47 City Sidewalk Issues
56 82
74 City Sports Facilities
15 22
68 Damaged or Missing Street Sign
18 71
66 Discarded Trash Item - Illegal
63 356
421
Dog Park
-
8 18
Electrical Issues at City facilities
15 48
43 Fallen Branch or City Tree
25 96
281
Graffiti
3,103
2,841
4,073
Manholes and Cleanouts
5 10
38 Other
84 301
151
Park Irrigation Issues
57 82
89 Pot Holes or Damages to Street
105
214
105
Restrooms in Parks
22 7
50 Sewer Orders
1 6
16 Slow Drainage/Lateral Stoppage
3 48
27 Storm Drain/Catch Basin
4 18
22 Street Lights Owned and Maintained by SCE
-
7 14
Street Lights owned by the City
18 37
60 Traffic Signal Lights
7 149
226
Trash in City Parks
41 85
92 Tree Trim Request
234
646
432
Water Fountain - City Parks
-
7 9
Weeds & Overgrown Vegetation
10 65
120

Page 120 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Public Services
Department Expenditures
Salaries & Benefits
961,544
1,722,700
1,367,061
2,041,365
318,665
Salaries
687,468
1,411,800
954,696
1,597,493
185,693
Benefits
242,988
252,400
317,471
336,833
84,433
Overtime
20,371
9,700
46,048
51,110
41,410
PERS UAL Payment
10,717
48,800
48,846
55,929
7,129
Materials & Services
3,088,967
3,736,700
3,008,258
3,911,610
174,910
Materials & Services
2,027,707
2,561,500
1,816,959
2,632,150
70,650
Utilities
1,035,592
1,082,200
1,123,960
1,173,300
91,100
Maintenance & Repairs
22,671
90,800
60,204
98,900
8,100
Fuel
2,997
2,200
7,135
7,260
5,060
Allocated Costs
105,040
133,800
106,249
86,700
(47,100)
Allocated Costs
105,040
133,800
106,249
86,700
(47,100)
Major Changes
• Overtime salaries were increased to agree to current year actual estimate. • Funding was included for expected increase in utility expenses, particularly water and electricity charges.
• Expenditures have been adjusted to prior year actuals throughout.

N 7,000
M 6,000
0 L
~ 5,000
4,000
3,000
2,000
1,000
0 Public Services Expenditures
FY 2020-21 Actual
FY 2021-22 Original FY 2021-22 Estimate FY 2022-23 Budget Budget
■ Materials & Services ■ Salaries & Benefits ■ Allocated Costs ■ Capital Assets

Page 121 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Public Services
Expenditures by Division
3125-Community Enhancement
Materials & Services - - - 3,500 3,500
4140-Maintenance Service
Salaries & Benefits
114,836
100,300
116,432
168,516
68,216
Materials & Services
61,369
74,500
77,872
80,500
6,000
Allocated Costs
5,877
11,200
5,900
5,900
(5,300)
40-Maintenance Service Total
182,081
186,000
200,204
4142-Park Maintenance
Salaries & Benefits
27,119
64,900
24,322
44,345
(20,555)
Materials & Services
1,447,608
1,662,300
1,369,631
1,607,590
(54,710)
Allocated Costs
35,183
75,500
35,200
35,200
(40,300)
4142-Park Maintenance Total
1,509,910
1,802,700
4144-City Buildings
Salaries & Benefits
66,445
85,900
101,490
169,018
83,118
Materials & Services
690,038
837,800
887,484
910,100
72,300
Allocated Costs
34,534
36,700
34,500
34,500
(2,200)
4144-City Buildings Total
791,017
960,400
1,023,474
4147-Graffiti
Salaries & Benefits
145,598
150,800
105,514
182,596
31,796
Materials & Services
18,167
38,000
8,268
20,900
(17,100)
:0i
113,782
203,496
4187-Franchise Waste Collection
Salaries & Benefits
-
-
-
-
-
5101-Community Services Commission
Salaries & Benefits
1,390
3,700
1,493
6,287
2,587
r
00 5130-Community Services Administration
Salaries & Benefits
136,408
136,300
189,475
390,716
254,416
Materials & Services
11,689
18,100
18,879
91,320
73,220
Allocated Costs
29,446
9,400
30,649
11,100
1,700
5110-Community Services Administration Total
177,543
:i0
239,003
5131-California Afterschool Program
Salaries & Benefits
899
-
-
-
-
5132-Wescove Afterschool Program
Salaries & Benefits 7,931 138,200 17,831 85,448 (52,752) Materials & Services 1,908 20,500 1,742 16,600 (3,900)
5133-Vine Afterschool Program
Salaries & Benefits 9,735 140,100 119,652 85,054 (55,046) Materials & Services 5,735 21,000 8,997 19,800 (1,200)
Program5133-Vine Afterschool it 128,649 104,854

Page 122 ends

City of West Covina
FY 2022-23 Proposed Budget
General Fund
5134-Orangewood Afterschool Program
Salaries & Benefits 50 - 91 100,181 100,181
5135-Palmview Preschool Program
-�
Salaries & Benefits
8,013
140,600
29,100
140,990
390
Materials & Services
1,718
12,200
1,479
17,600
5,400
5135-Palmview Preschool Program Total
9,731
:i0
30,579r
5,790
5150-Special Events
Salaries & Benefits
7,924
19,900
14,798
9,710
(10,190)
Materials & Services
1,914
7,500
6,816
100,000
92,500
5161-Cameron Community Center
Salaries & Benefits 181,495 299,900 301,386 239,838 (60,062) Materials & Services 79,273 258,500 124,927 233,100 (25,400) 5162-Facility Rentals
Salaries & Benefits 27,660 43,600 45,929 49,866 6,266
Materials & Services 500 2,500 - 1,300 (1,200)
Allocated Costs - 11000 - (1,000)
5165-Recreation Classes (Shadow Oak)
Salaries & Benefits 29,082 121,900 134,445 145,959 24,059 Materials & Services 1,101 110,600 2,123 94,800 (15,800'. 5180-Senior Citizen Center
Salaries & Benefits 196,960 276,600 164,980 199,258 (77,342) Materials & Services 21,391 68,200 25,412 109,500 41,300 5182-Senior Citizen Rentals
Salaries & Benefits - - - 23,583 23,583
5187-Senior Excursions I-�
Salaries & Benefits 123
5187-Senior Excursions Total 123
5190-Animal Control

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City of West Covina FY 2022-23 Proposed Budget
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City of West Covina FY 2022-23 Proposed Budget
General Fund
Mission Statement
To make the City of West Covina a positive, interesting, and enjoyable place in which to live, play, and work by stressing the importance of a strong business community, livable neighborhoods, creation of housing, maintenance of the City's infrastructure, ensuring the construction of safe buildings, while providing professional customer service.

About
The Community Development Department is responsible for development services for the City including the comprehensive land use plan, land development code, and enforcement of the City's Building Codes and Municipal Codes. The Department includes the following Divisions:

Building
Department Goals and Objectives

1. Encourage development in West Covina by:
■ Provide excellent customer services; promptly responding to inquiries; providing accurate information; providing options to allow applicants to achieve their needs. • Provide prompt, thorough, and objective processing of all permits, entitlements, and projects; Identify issues, concerns, and corrections early in the review process; Without lowering standards of quality, streamline processes that impede business investment and economic prosperity.
■ Provide quality, professional support, and assistance to other departments. Work collaboratively with other departments.

2. Continue to provide/maintain a high level of services during COVID-19 pandemic.

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wm (m

ent
Senior Administrative
Assistant (Planning)
Planning Manager
Planning Assistant
Assistant City Manager/
Director**
Senior Administration
Assistant (Building)
Administrative Assistant
Administrative
Assistantl**
comic Development
Housing Manager
Planning Associate Economic Development Economic Development Coordinator 0 Specialist
Code Enforcement
Manager

City of West Covina FY 2022-23 Proposed Budget
General Fund
Full -Time
Administrative Assistant I
Code Enforcement Manager
Code Enforcement Supervisor
Community Development Director
Econ Dev Housing Manager
Econ Dev Project Coordinator
Economic Dev Specialist
Planning Assistant
Planning Associate
Planning Manager
Sr Administrative Assistant
Part -Time
Code Enforcement Officer
Office Aide III
Planning Aide
1 1
1 1 0
1 1
1 1 0
1 1
1 1 0
1 0
0 0 0
1 1
1 1 0
1 1
1 1 0
1 1
1 1 0
1 2
1 1 0
1 0
1 1 0
1 1
1 1 0
1 2
2 2 0
2 2
14 14 0
0 0
1 1 0
0 0
0 1 1

Page 127 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Building Division
The Building Division is mainly responsible for the implementation and enforcement of City and State codes relating to the construction, remodeling, alteration, repair and demolition of buildings and structures located within the City, to ensure that they are built to code standards to safeguard life, health, property and public welfare. This is accomplished through a comprehensive plan review, permit issuance and a building construction inspection process.

Goals and Objectives

1. Maintain 10 business day plan check turn -around and next -day inspection schedule.

2. Maintain 24-hour inspection scheduling.

Accomplishments
I!T!1
■ Provided plan review and inspection services for construction activities in the City including 2539 E Garvey (2 new retail buildings), 1115 S Sunset (Phase I of Queen of the Valley expansion), Meritage (56-unit condominiums), Cameron II (86 Townhome units), Vincent Place (119 residential units), Walnut Grove (159 residential units).
■ Completed inspections and issued Certificates of Occupancy.

Performance Measures
Building Permits Issued
#1
1,801
1,794
New Single -Family Residence
#1
105
137
New Multi -Family Residence
#1
3 21
New Commercial
#1
9 5
Electrical Permits Issued
#1
829
869
Mechanical Permits Issued
#1
428
465
Plumbing Permits Issued
#1
589
601
Total Permits Issued
#1
5,066
5,220
Valuation of Permits
#1
$101 million
$135 million

Page 128 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Code Enforcement Division
The goal of the City's Code Enforcement Division is to promote and maintain a quality living environment for residents and visitors and to find solutions to problems resulting from violations of the City's Municipal Code. City Codes are developed to improve the health, safety, and welfare of the public. Compliance with City Codes helps to maintain healthy neighborhoods and creates an improved quality of life in our city. Code violations can detract from positive appearance while property maintenance promotes a quality aesthetic appearance throughout the city. Enforcing the City Codes includes conducting field inspections, documenting, and abating problems, and responding to citizens' complaints.

Goals and Objectives

1. Continue the systematic inspection of all properties in the City to assure that all properties remain in compliance with health and safety codes and property maintenance standards.

2. Maintain and Improve the Built Environment to protect the public health, safety and welfare of residents, business operators and guests to the City of West Covina while encouraging economic development opportunities.

3. Coordinate actions to maximize efficiency of delivery of service in addressing regional and local community development needs.

4. Encourage and assist in the revitalization and improvement of blighted commercial/industrial properties and improve the City's housing stock.

Accomplishments
• The division was comprised of a Code Enforcement Manager and 7 part-time Code Enforcement Officers which is the equivalent of one and a half fulltime employees. • Code Enforcement conducted over 6,000 property inspections. ■ Code Enforcement initiated over 3,100 code enforcement cases. ■ Code Enforcement issued 4,605 correction notices to residential and commercial properties. • Code Enforcement issued 767 Administrative Citations in cases where the responsible party failed to comply with abating violation(s).
• Code Enforcement resolved over 4,548 property maintenance violations including over 600 for overgrown vegetation, 610 for trash and debris, 378 inoperative vehicles, and 177 for construction without permit.
• Advanced implementation of the GO -REQUEST online app to handle all types of service requests.

This tool allowed staff to accept over 9800 online service requests and communicate with residents via e-mail.
■ Enhanced functions and improved technology for our code enforcement case management software program.
• Implemented a proactive systematic survey of all properties in the City.

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P[SI (NI1:1

City of West Covina FY 2022-23 Proposed Budget
General Fund
■ More than 75% of all Code Enforcement cases were initiated by staff rather than simply reacting to complaints. Proactive enforcement resolves issues before they affect entire neighborhoods. • Through the use of part-time officers, the City was able to provide Code Enforcement services seven days per week.

Performance Measures
Number of Cases
#1
3,100
3,500
Code Violations Identified
#1
4,548
4,800
Inspections Conducted
#1
6,000
7,000
Notices Mailed
#1
4,606
6,050
Administrative Citations
#1
767
940

Page 130 ends

City of West Covina
FY 2022-23 Proposed Budget
General Fund
Community & Economic Development (CED) Division
The Community & Economic Development Division (CED) manages Economic Development, Housing, and the Successor Agency to the former West Covina Redevelopment Agency. CED is the economic arm of the City, responsible for all economic development programs and efforts to enhance the economic base of the City.

Through a proactive marketing campaign that aggressively markets the City to prospective developers and tenants, CED looks to attract businesses and investment into the City. CED also provides entitlement assistance to new businesses, property owners, and developers. CED works collaboratively with other organizations.

Housing is a vital component of CED, aimed at increasing and preserving affordable housing in West Covina. With the elimination of the former Redevelopment Agency, the duties of the Housing Successor Agency were transferred to the Community Development Commission (CDC), that acts as the City of West Covina Housing Authority. CED manages the Housing efforts including overseeing the Low/Mod Housing funds and administering the current Housing Preservation Loan Program, and the former First -Time Homebuyer Program, Housing Improvement Loan Program, and the former Housing Preservation Loan Program. CED also monitors over 400 affordable housing units.

In addition, CED manages the Successor Agency to the former West Covina Redevelopment Agency. CED oversees the City's efforts to wind down the operations of the former Redevelopment Agency. The CED is still in the process of selling the last two Successor Agency assets as required pursuant to the Long - Range Property Management Plan. In addition, CED prepares the Recognized Obligation Payment Schedule (ROPS) and oversees consultants. The West Covina Successor Agency reports to the Los Angeles County District 1 Consolidated Oversight Board.

Goals and Objectives

1. Continue to provide entitlement assistance to new businesses including Chick-Fil-A, Jollibee, Jersey Mikes, Cameron 56, and others.

2. Continue to support business -friendly efforts and help in the recovery from the COVID-19 pandemic.

3. Continue to serve as the business ombudsman for the community.

4. Continue to promote West Covina as a premier location for business.

5. Continue negotiations for the disposition and development of the City properties at the former BKK Landfill site.

6. Dispose of Successor Agency assets (Water Tank assets).

7. Support Queen of the Valley Hospital's expansion efforts, including additional emergency rooms, new ICU rooms, additional parking, and a state-of-the-art cancer treatment center.

8. Continue to provide entitlement assistance to housing developments including the Grove on Merced, Vincent Place, Walnut Grove, and West Cameron II.

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IrW670-vir

City of West Covina FY 2022-23 Proposed Budget
General Fund
Accomplishments
• Managed the Economic Development Team and facilitated the development of projects throughout the city including the following businesses: Grocery Outlet, Smoreology, Laserland, Macy's Backstage, Floor and Decor, and Reros.
• Assisted in the attraction of new businesses to West Covina including Jollibee, Chick Fil-A, Columbia Sportswear, and others.
• Administered the Auto Plaza Business Improvement District (BID). • Served as business ombudsman to the local business community, assisted property owners in marketing opportunities and provided entitlement assistance to tenants. • Administered the repayment of the Housing Loan Programs, processing the reconveyance of former housing loans.
• Monitored the housing compliance of 420 affordable housing units restricted by affordability covenants pursuant to former redevelopment housing projects. • Administered the Home Preservation Loan Program offering West Covina homeowners up $10,000 to improve the condition of homes in West Covina. Processed loans for ten homeowners. • Managed the Business Assistance Loan Program.
■ Maintained a COVID-19 micro-website to provide the community the most current information and resources available.
■ Managed the West Covina COVID-19 Small Business Loan Program using CDBG funding to assist local small businesses impacted by the pandemic.
■ Researched and shared available COVID-19 related resources that would assist residents and small businesses.
■ Managed the Open -Air Program to facilitate the city permit process to conduct business operation outdoors.

Performance Measures
Payoff Demand Requests
#2
38 64
N/A
Housing Preservation Program: Loans
#8
9 10
N/A
Processed
Housing Units Monitored
#8
422
422
N/A
New Businesses
#2
222
112
N/A

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�v

City of West Covina FY 2022-23 Proposed Budget
General Fund
Engineering Division
The Engineering Division is responsible for the design, construction, inspection, and administration of CIP projects; review of subdivision and development projects; traffic safety; assessment engineering; and sewer and storm water compliance. It is divided into two sections: Engineering Services and Traffic and Lighting Services.

The Engineering Services Section prepares plans, specifications, estimates, and provides field inspections for all CIP projects. This section ensures that private developments F 1 conform to Conditions of Approval approved by the Planning Commission and City Council L1 and adopted City standards through comprehensive plan reviews and inspections. In addition, this section maintains City mapping and processes assessment district renewals for street lighting, landscaping, and sewers.

In an effort to maintain optimal traffic flow and safety throughout the City, the Traffic and Lighting Section performs traffic safety studies and warrant analyses; designs traffic signals; and reviews street lighting designs on private development projects. It also maintains and enhances computer operations for both engineering activities and the City's computerized traffic signal control system.

Goals and Objectives

1. Oversee development and implementation of the City's five-year Capital Improvement Program (CIP) projects.

2. Implement recommendations from the City's Pavement Management Program.

3. Research grant opportunities to fund street, park, landscape, safety, conservation, and environmental programs/projects.

4. Prepare plans and specifications for the major streets and residential streets rehabilitation; and curb and gutter and sidewalk replacement programs.

5. Implement recommendations from the City's Sewer System Management Plan in order to upgrade the City's sewer infrastructure and capacity.

6. Maintain two -week plan check turn -around and next -day inspection schedule and monitor plan check log.

7. Continue to comply with MS-4 permits for National Pollutant Discharge Elimination System (NPDES).

8. Continue installing catch basin capture devices to keep storm drains clean.

Accomplishments
• Contributed a $82,180 cost share to the Upper San Gabriel River Watershed Management Group (USGR WMG), and participated in USGR WMG activities. Activities included NPDES water quality monitoring, project planning, and compliance reporting. ■ Conditioned stormwater capture/treatment controls at ten planned land redevelopment projects within the City, and approved the stormwater capture/treatment control design for six of the ten (1211 E Badillo St, 147 N Barranca St, 1600 W Cameron Ave, 2539 E Garvey N, 3041 E Garvey, 1912 W Merced, 1651 E Rowland, 1177 S Spring Meadow, 1115 S Sunset, 1024 Workman Ave.)

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City of West Covina FY 2022-23 Proposed Budget
General Fund
■ Inspected 195 restaurants, auto maintenance facilities, and industries within the City to ensure that Best Management Practices (BMPs) are in place to prevent stormwater pollution. • Provided stormwater pollution prevention outreach materials to the inspected businesses, as well as to auto parts stores, home improvement stores, landscaping/gardening centers, and pet shops within the City.
■ Inspected and cleaned over 500 city -owned storm drain catch basins. • Swept 494 curb miles of street twice a month.
• Responded to several complaints of illicit (polluted) discharges to the storm drain system. ■ Planned for the installation of over 500 trash capture devices within City catch basins. (Installation is currently planned for 2022-23.) The City's municipal Safe, Clean Water (SCW) Program municipal return would be used to fund this project.
■ It is also worth noting that outside of the City's budget, through the SCW Program the City's parcel owners contributed approximately $1.7M toward stormwater projects and programs within the USGR watershed. This included design funding for stormwater capture projects in Diamond Bar, El Monte, Glendora, and Pomona, as well as a scientific study on reducing pathogens in local surface waters.

Performance Measures
Class I (Permits w/ plan check required #1
72 110 N/A
for street Improvements,
Onsite
Improvements (paving, curbing,
walks,
drainage devices, light, etc)
Class 11 (Permits w/ no -plan check
#1
101 47 N/A
required for street & sewer
improvements)
Class III (Non -construction
street #1
298 500 N/A
obstruction, encroachment,
parking
permits)
Total Permits Issued
#1
471 657 N/A

Page 134 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
DevelopmentCommunity
Planning Division
The Planning Division develops, implements and maintains a comprehensive land use plan and the land development standards in the Municipal Code. The division is responsible for implementing City Council policies related to planning and managing the City's growth. � In performing these tasks, the division is involved in a variety of responsibilities including Long Range Planning, Current Planning, Environmental Review, and Art innA Public Places. The division is currently staffed by four full-time positions and maintains liaisons with other cities and planning agencies to address problems of mutual concern consistent with reasonable and sound planning practices.

Goals and Objectives

1. Continue to provide exceptional and responsive customer service to applicants, residents, contractors, business owners, and other City departments.

2. Facilitate the commission of a new public art piece within the City funded by the "Arts in Public Place" program in lieu fees.

3. Continue to work with Meritage, Emanate, Lennar, and Greenlaw Partners to facilitate the construction of their projects.

4. Work with Plaza West Covina on Conceptual Plan.

5. Complete the General Plan Housing Element update process.

6. Continue working on the Comprehensive Zoning Code Update process.

7. Prepare long-range plans and programs to enhance the City's quality of life by preparing for the future.

Accomplishments
• Completed the State (SB9) mandated code amendment for Urban Lot Splits/Urban Dwelling Units. ■ Initiated the Comprehensive Development Code Update; hired consultant, did initial study of existing code, conducted five (5) neighborhood outreach meetings. ■ Initiated the General Plan Housing Element update process; held 1 townhall meeting and presented the draft and review letter from the California Housing and Community Development at 2 separate public meetings.
■ Completed processing of code amendment and zone change for the auto plaza overlay zone. ■ Completed processing of amendment to R-1/R-A code standards. • Completed processing of development projects including: 119-unit multifamily residential project on 1024 W. Workman Avenue (former Vincent School), 84-unit multifamily residential project on 1600/1616 W. Cameron Avenue, parcel delivery station/facility at 1211 E. Badillo Street (former Faith Community Church site), a new 5,001 square foot Chick-Fil-A fast-food restaurant building on 3041 E. Garvey Avenue North, 39-unit multifamily residential project on 1912 W. Merced Avenue, and 6-lot residential subdivision on 642/704 East Francisquito Avenue.

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uss cr„i��

City of West Covina FY 2022-23 Proposed Budget
General Fund
■ Completed processing of conditional use permits for a new business; Jasmine's Cafe and expansion of an existing business; Leave No Paws Behind Veterinary Hospital.

Performance Measures
Planning Commission Meetings
Design Review Meetings
Second Unit Review Applications
Processed for ADUs
Subcommittee Design Review
Application Processed
Film Permits Processed
Temporary Use Permits Processed
Administrative Review Application
Processed
Minor Site Plan Review/Minor
Modification Application Processed
Sign Applications Processed
Use Permits Processed
Tree Removal Permits Processed
Code Amendments Processed
Zone Change Processed
General Plan Amendment Processed
Precise Plan Applications Processed
Total Planning Applications Processed
#1 15
12 N/A
#1 18
15 N/A
#1 115
130
N/A
129
115
N/A
3 9
N/A
6 15
N/A
3 7
N/A
56 55
N/A
45 40
N/A
41 35
N/A
13 15
N/A
6 4
N/A
#6 2
3 N/A
1 4
6 5
N/A
426
436
N/A

Page 136 ends

City of West Covina FY 2022-23 Proposed Budget
General Fund
Expenditures 0 0
Salaries & Benefits
716,756
712,400
837,230
1,456,277
743,877
Salaries
531,827
526,400
595,710
1,132,492
606,092
Benefits
184,928
154,700
210,188
280,740
126,040
PERS UAL Payment
-
31,300
31,332
43,045
11,745
Overtime
-
-
-
-
-
Materials & Services
1,436,835
1,079,700
1,561,931
1,710,750
631,050
Materials & Services
1,426,665
1,068,100
1,552,820
1,697,970
629,870
Fuel
5,053
5,200
5,623
5,730
530
Maintenance & Repairs
3,714
5,800
2,651
6,050
250
Utilities
1,403
600
837
1,000
400
Allocated Costs
86,150
70,800
99,590
75,400
4,600
Allocated Costs
86,150
70,800
99,590
75,400
4,600
Grand Total
1 1,862,900
Major Changes
■ Funding for the approved ten Part -Time Code Enforcement Officers. • Funding for the increase in Transtech contract (contractual services). ■ Funding for mailers and newspaper postings was added. • Added funding for professional services relating to Planning on -call services Community Development Expenditures
3500
N
3000
N
L 0 2500
F-
1500
1000
500 -
0 -
FY 2020-21 Actual FY 2021-22 FY 2021-22 FY 2022-23
Original Budget Estimate Budget
■ Materials & Services ■ Salaries & Benefits ■ Allocated Costs ■ Capital Assets

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uss cr„i��

City of West Covina FY 2022-23 Proposed Budget
General Fund
Expenditures by Division
1150-Economic Development
Salaries & Benefits
-
5,460
5,460
Materials & Services
458
-
-
450
450
i D-
i
5,910
2101-Planning Commission
Salaries & Benefits
5,152
4,600
1,545
4,733
133
2101-Planning Commission Total
5,152
00 2130-Planning
Salaries & Benefits
341,096
349,200
337,283
534,750
185,550
Materials & Services
38,066
17,700
39,174
137,500
119,800
Allocated Costs
13,949
14,000
14,000
14,000
-
:r •ii
390,457
686,250
305,350
3125-Community Enhancement
Salaries & Benefits
264,904
244,300
398,007
760,352
516,052
Materials & Services
2,687
3,800
7,317
38,000
34,200
3125-Community Enhancement Total
267,591
ii
405,324i
,252
4130-Community Development
Salaries & Benefits
102,078
110,600
97,450
137,692
27,092
Materials & Services
2,831
3,100
2,900
3,300
200
Allocated Costs
53,251
53,300
53,300
53,300
-
4120-Building Services
Salaries & Benefits
-
-
-
10,060
10,060
Materials & Services
1,316,187
947,300
1,465,659
1,423,500
476,200
Allocated Costs
2,674
1,100
20,485
2,100
1,000
4120-Building Services Total
1,318,861
ii
r
487,260
4130-General Engineering
Salaries & Benefits
-
-
-
2,530
2,530
Materials & Services
75,006
98,900
44,481
99,100
200
Allocated Costs
16,276
2,400
11,805
6,000
3,600
4130-General Engineering Total
91,282
ii
56,286
107,630
6,330
4182-Landfill Enforcement
Salaries & Benefits
3,526
3,700
2,945
700
(3,000)
Materials & Services
1,600
8,900
2,400
8,900
-

Page 138 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
The City of West Covina develops a five-year Capital Improvement Program (CIP) that consists of an extensive list of projects necessary to maintain and improve the City's infrastructure. The City defines a CIP as having (1) a capital asset with a minimum dollar value of $45,000, and (2) an estimated useful life of three years or more. A multi -year CIP is necessary because it is impossible to fund all capital projects immediately. In order to meet the City's needs, it is imperative that the City continues to plan and strategize how it will allocate limited financial resources for capital projects.

The CIP should not be confused with the capital improvement budget. The capital improvement budget represents the first year of the CIP that is reviewed and adopted by the City Council. It authorizes specific projects and appropriates specific funding for those projects.

Projects and funding sources listed in the CIP for years other than year one (commonly called "out years") are not authorized until the annual budget for those years is adopted by the City Council. The "out years" serve only as a guide for future planning and are subject to further review and modification in subsequent years. The City Council adopts a five-year CIP to provide a standard by which to:
■ Prioritize the increased needs of the City
• Analyze the various funding sources
• Match, as appropriate, the funds to the various needs r59b ■ Plan to meet the City's capital needs over an extended period of time, as funding becomes available
• Help to eliminate deficiencies, yet accommodate changing priorities while progressing toward a goal The CIP has been developed with the combined input from the City Council and City staff. Requests are submitted to a committee of City staff members to review along with justifications, suggested funding source(s) and associated costs including any ongoing operating costs. The projects are categorized as CityWide, Building, General, Parks, Regional, Sewer, Streets, or Traffic.

They are assessed based on the funding availability and the needs and priorities of the City, then presented to the City Council for consideration and approval. Projects not funded in the current fiscal year are put in "out years." Conversely, during the budget year there may be additional CIP projects approved by the City Council that were unforeseen during the budget adoption process. ■ Although staff has made every attempt to adhere to the definition of a CIP, there are some occasions when projects may be below the $45,000 limit. While these projects may not be classified by most agencies as "capital projects," they have been included due to their uniqueness. The Government Finance Officers' Association defines a capital asset as "a new or rehabilitated physical asset that is nonrecurring, has a useful life of more than three to five years, and is expensive to purchase." ■ This Five -Year Capital Improvement Program is presented to the City Council as a working document.

The projects and funding sources are subject to change during the budget year to better reflect the priorities of the City Council.

Page 139 ends

wssr cmi��

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Facilities
8,411,898
5,529,999
12,000,000
-
-
- 25,941,897
General
20,037,302
1,128,840
28,842
-
-
- 21,194,984
Parks
4,928,849
1,859,999
555,000
620,000
620,000
280,000 8,863,848
Sewer
4,615,801
2,292,600
2,152,600
2,000,000
2,000,000
- 13,061,001
Streets
8,107,298
4,495,076
1,750,000
1,825,000
1,750,000
1,500,000 19,427,374
Traffic
704,018
2,470,000
770,000
870,000
740,000
600,000 6,154,018
Facilities 6,034,999
General
1,562,442
Parks
3,994,999 Street
21%
Streets
719,999
Traffic
1,950,000
Sem
14%
Funded CIP by Category
Parks
9%
limes
7%
ral
ZZ76

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a-= I

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City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Assessment Districts
CDBG
County Measures
Developer/City
Gas Tax
General Fund
Grants
Impact Fees
Metro
Other SR
Park Fees
Road Maint Rehab
13,061,001 1,750,000
1,097,956 1,000,000
1,876,770 120,000
15,000,000
10,791,897 1,000,000 3,525,200
19,727,301 885,532
150,000 367,684 378,291
99,999 99,999
1,000,100
14,811,001
2,097,956
1,996,770
15,000,000
315,000 3,090,000 3,405,000
15,317,097
2,479,200 84,000 23,176,033
895,975
2,994,374 2,980,018 5,974,392
199,998
1,000,100
CIP Funding by Funding Source
Developer/City Assessment Districts
Other SR 16% 16%
0%
Park Fees
1% CDBG
County Measures 2%
2%
Gas Tax
4%
Road Main
11%
Grants
24%
General Fund
16%
ipact Fees
1%

Page 141 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Parks
21027, Shadow Oak Playground
Traffic
La Pu
Traffic Signal
3,230
340,000
3,230
340,000
200,000
200,000

Page 142 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Facilities
60,000
60,000
21032, Dispatch Center - New Roof
60,000
60,000
General
8,088,190
8,088,190
22008, Electrocardiograms (EKG) Heart Monitors
265,000
265,000
22011, PSA for Health Dept. Services
598,190
598,190
22013, Microwave system infrastructure
1,000,000
1,000,000
22014, Financial Accounting Software/System
1,500,000
1,500,000
22015, Park Pathway Lighting
295,000
295,000
22016, Park Sports Field Lighting
930,000
930,000
22017, ADA Transition Plan
1,000,000
1,000,000
22018, Remove Communication Tower
100,000
100,000
22019, Self -Contained Breathing Apparatus (SCBA)
1,050,000
1,050,000
22021, Ladder Truck (Quint)
350,000
350,000
22012, Job Training & Creating (Median Project)
1,000,000
1,000,000
Parks
2,937,423
2,937,423
22007, Cortez Park Playground
389,070
389,070
21004, Del Norte Dog Park Renovation
70,000
70,000
21028, Lark Ellen House - Design & Demo
200,000
200,000
21030, Shadow Oak Restroom
408,600
408,600
22002, Orangewood Park Restroom
400,000
400,000
22003, Shadow Oak Parking Lot Imp.
800,000
800,000
21005, PalmView, Aroma & Wal. Playgrounds
569,753
569,753
21029, Senior Center Entry Doors
100,000
100,000
Sewer
2,392,600
10,837,800
21009, CIPP Lining Program
152,600
457,800
21008, Sewer System Mgmt. Plan Update
75,000
75,000
21010, Replace Glenview Sewer Main
1,500,000
9,500,000
21011, Replace Azusa Ave Sewer Main
295,000
295,000
21012, Replace Citrus St. Sewer Main
230,000
230,000
21013, Sewer System Controls & Power
140,000
280,000
Streets
5,624,923
12,874,923
21016, Median Landscaping
500,000
1,750,000
21031, Sidewalk Assessment & Repair
240,000
240,000
22006, Catch Basin Cleaning
120,000
120,000
21020, Residential Street Rehab (20-21)
1,134,400
1,134,400
22004, Pedestrian & Vehicle Safety Imp.
512,223
5,512,223
22005, Residential Street Rehab (21-22)
2,477,100
2,477,100
21014, Sidewalk, Curb & Gutter Repairs
180,000
900,000
21019, Street Lights LED's Conversion
300,000
300,000
21007, Lark Ellen & Grovecenter Ped. Imp
91,200
91,200
21015, Sidewalk & Concrete Repairs
70,000
350,000
Traffic
233,334
433,334
�J%

Page 143 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
21023, Video Detection Citywide
22025, Local Road Safety Plan (LRSP)
21025, Traffic Control Devices Install
21024. Traf Sie Controller & Bcko Bat
50,000
250,000
93,334
93,334
30,000
30,000
.

Page 144 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Facilities
5,529,999
17,529,999
22XXX, City Hall Parking Lot Resurfacing
125,000
125,000
22XXX, City Hall Entry Signs
105,000
105,000
23001, Police Building Repairs
1,200,000
1,200,000
23002, Fire Station 1 Replacement
3,000,000
15,000,000
23003, City Yard Renovations
750,000
750,000
23011, Sportsplex Improvements
99,999
99,999
23015, City Yard Roof
250,000
250,000
General
1,128,840
1,713,934
22022, New Ambulances
-1
556,252
23017, City Signage - Entry and Wayfinding
99,999
99,999
23018, Digital Aerial Data Acquisition
28,842
57,683
23021, BKK Detention Basin
1,000,000
1,000,000
Parks
1,859,999
3,254,999
23005, City Parks Restroom Improvements
1,000,000
1,000,000
23006, Friendship Park Improvements
50,000
325,000
23007, Drinking Fountains & Picnic Areas
100,000
500,000
23012, Skate park mural
99,999
99,999
23019, Parks Security Cameras & Lighting
180,000
900,000
23020, Parks Security Cameras & Lighting
300,000
300,000
23022, Resurface Tennis Courts at Del Norte
40,000
40,000
23023, Resurface Basketball Courts at Gingrich
40,000
40,000
23024, Cortez Park Trash Enclosure & Goal Post
50,000
50,000
Sewer
2,292,600
10,237,800
21009, CIPP Lining Program
152,600
457,800
21010, Replace Glenview Sewer Main
2,000,000
9,500,000
21013, Sewer System Controls & Power
140,000
280,000
Streets
4,495,076
12,507,299
21016, Median Landscaping
500,000
3,000,000
22004, Pedestrian & Vehicle Safety Imp.
1,000,000
5,512,223
21014, Sidewalk, Curb & Gutter Repairs
180,000
900,000
21015, Sidewalk & Concrete Repairs
70,000
350,000
23013, Citrus Ave Rehab
99,999
99,999
23014, Residential Street Rehab (22-23)
2,645,077
2,645,077
Traffic
2,470,000
5,400,000
21023, Video Detection Citywide
50,000
250,000
21025, Traffic Control Devices Install
30,000
90,000
21024, Traf Sig Controller & Bckp Battery
90,000
360,000
23008, Regional Signal Synchronization
1,000,000
1,000,000
�J% Page 145

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
23009, Lark Ellen/Badillo Traffic Signal Imp.
23010, Cameron/Citrus Traffic Signal
23016, Traf.

Pvmt. Markers
200,000
200,000
500,000
500,000
600,000
3,000,000

Page 146 ends

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
124 GT
330,000
600,000
600,000
675,000
600,000
600,000
3,405,000
128 TDA
70,000
70,000
70,000
70,000
70,000
-
350,000
131 CDBG
2,097,956
-
-
-
-
-
2,097,956
140 STPL
2,479,200
-
2,479,200
143LACo Prop A
639,753
-
-
-
-
-
639,753
160 CIP
9,062,098
5,009,999
555,000
280,000
280,000
280,000
15,467,097
162ITFund
310,000
28,842
28,842
-
-
-
367,684
164Impact Fees
-
150,000
-
-
-
150,000
166 Impact Fees
-
130,000
-
-
-
-
130,000
166 Park Impact
145,000
-
-
-
-
-
145,000
169 Pk Acq.
200,000
-
-
-
-
-
200,000
172 PDF C
400,000
-
-
-
-
-
400,000
173 PDF
210,100
-
-
-
-
-
210,100
179ARPA
18,927,302
(1)
-
-
-
-
18,927,301
188 CW MD
500,000
250,000
250,000
250,000
250,000
250,000
1,750,000
189 Sewer
4,615,801
2,292,600
2,152,600
2,000,000
2,000,000
-
13,061,001
197 Measure W
920,000
-
-
-
-
-
920,000
212 Public Arts
-
199,998
-
-
-
-
199,998
224 Measure R
453,709
500,000
300,000
400,000
300,000
250,000
2,203,709
232 Non -Fed Grants
1,045,779
-
-
-
-
-
1,045,779
235 Measure M
650,684
1,899,999
300,000
300,000
270,000
-
3,420,683
236 Measure A
396,770
-
-
340,000
340,000
-
1,076,770
237 GF (MOE)
567,200
-
-
-
-
-
567,200
237 SB1
2,556,523
3,645,077
1,000,000
1,000,000
1,000,000
1,000,000
10,201,600
Developer/City
-
3,000,000
12,000,000
-
-
-
15,000,000
Non -Federal Grants
84,000
-
-
-
84,000
Prop 68
143,291
-
-
-
-
-
143,291
�%% Page 147

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Category: Facilities
21032, Dispatch Center - New Roof
21033, Energy Efficiency Project
21034, Fire Bldg. Improvements
22023, City Hall Restroom
22XXX, City Hall Entry Signs
22XXX, City Hall Parking Lot Resurfacing
23001, Police Building Repairs
23002, Fire Station 1 Replacement
23003, City Yard Renovations
23011, Sportsplex Improvements
23015. Citv Yard Roof
City Hall - Interior remodel
City Hall - Repainting Exterior
City Hall - Seismic Retrofit
City Hall Storm Water Lift Station Pumps
City Yard Back-up Generator
Dispatch Center Renovation
Door Access - Phase II
Electric Vehicle Charging Station Upgrades
Fire Station 3 - Renovation
Fire Station 5 - Renovation
City Council Chamber Renovation
Emergency Generator at City Hall
60,000 - -
6,602,048 - -
1,619,600 - -
130,250 - -
- 105,000 -
- 125,000 -
- 1,200,000 -
- 3,000,000 12,000,000
- 750,000 -
- 99,999
_ �sn nnn
1,000,000
400,000
250,000
85,000
100,000
500,000
250,000
99,999
2,200,000
600,000
400,000
150,000
60,000
6,602,048
1,619,600
130,250
105,000
125,000
1,200,000
15,000,000
750,000
99,999

Page 148 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Police Building Repairs
Project No. Project Total: City Goal Addressed:
23001 $1,200,000, Enhance City Image and Effectiveness
Police Building - Forensic Lab Upgrade, Jail,
Detective Bureau, Roof, HVAC
160 CIP
164 Impact Fees
- 1,050,000
i cn nnn
deferred maintenance.

New Project
1,050,000

Page 149 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Fire Station t Replacement
No. I Proiect Total: I City Goal Addressed:
23002 $15,000,000I Enhance City Image and Effectiveness Fire Station 1- Headquarters Replacement
Justification tus
Address deferred maintenance. New Project

Page 150 ends

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: City Yard Renovations
Project No. Project Total: City Goal Addressed:
23003 1 $750,000 Enhance City Image and Effectiveness
Yard Renovations (Parking Lot, Block Wall
Roof)
160 CIP
deferred maintenance. INew Project

Page 151 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Sportspllmprovements
Project No.

Project Total:

City Goal Addressed:
23011 $99,999
Enhance City Image and Effectiveness
Sportsplex: (Softball and soccer field repairs, 'Address deferred maintenance. New Project Stadium facades, Spectator seating, Roofs -
buildings and soccer field, HVAC, WiFi, phones,
and cameras, Methane monitoring, and fire
protection system, Additional restrooms,
160 CIP

Page 152 ends

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: City Yard Ro
Project No. Project Total: City Goal Addressed:
23015 1 $250,000 Enhance City Image and Effectiveness
Repair roof at City Yard
Funding
160 CIP
deferred maintenance. INew Project
WCSi fPi1Ml Page 153

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
21002, Permitting System
310,000
- - - - -
22008, Electrocardiograms (EKG) Heart Monitors
265,000
- - - - -
22009, Police & Fire Radios
3,300,000
- - - - -
22010, Fire Station Repairs
4,015,000
- - - - -
22011, PSA for Health Dept. Services
598,190
- - - - -
22012, Job Training& Creating (Median Project)
1,000,000
- - - - -
22013, Microwave system infrastructure
1,000,000
- - - - -
22014, Financial Accounting Software/System
1,500,000
- - - - -
22015, Park Pathway Lighting
295,000
- - - - -
22016, Park Sports Field Lighting
930,000
- - - - -
22017, ADA Transition Plan
1,000,000
- - - - -
22018, Remove Communication Tower
100,000
- - - - -
22019, Self -Contained Breathing Apparatus (SCB,
1,050,000
- - - - -
22020, Pumper Fire Trucks (two)
1,838,329
- - - - -
22021, Ladder Truck (Quint)
1,829,530
- - - - -
22022, New Ambulances
556,253
(1) - - - -
23004, Comp. Zoning & Subdivision Code Revisio
450,000
- - - - -
23017, City Signage - Entry and WWinding
-
99,999 - - - -
23018, Digital Aerial Data Acquisition
-
28,842 28,842 - - -
23021, BKK Detention Basin
-
1,000,000 - - - -
Park Sports Field Lighting
Replace Fire Station Alerting System
BKK Radio Tower Monitoring System & Imp.
1,270,000
167,442
125,000
310,000
265,000
3,300,000
4,015,000
598,190
1,000,000
1,000,000
1,500,000
295,000
930,000
1,000,000
100,000
1,050,000
1,838,329
1,829,530
556,252
450,000
99,999
57,684
1,000,000

Page 154 ends

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: City Signage - Entry and Wayfinding
No. Project Total: City Goal Addressed:
23017 1 $99,999, Enhance City Image and Effectiveness
City Signage - Entry and Wayfinding Improve aesthetics.

Funding
212 Public Arts
Project
NCi n1q Page 155

General
Total
Prior
Years FYE 2023 FYE 2024 FYE 2025 FYE 2026 FYE 2027
28,842 28,842
- 28,842 28,842 - -
Total
57,684

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: BKK Detention Basin
Project No. Project Total: City Goal Addressed:
23021 $1,000,000 Enhance City Image and Effectiveness
Repair fencing and detention basin at BKK
160 CIP
Address deferred maintenance. INew Project
APage 157

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
21004, Del Norte Dog Park Renovation
21005, PalmView, Aroma & Wal. Playgrounds
21028, Lark Ellen House - Design & Demo
21029, Senior Center Entry Doors
21030, Shadow Oak Restroom
21035, Friendship Park Playground
22001, Galster Park Playground
22002, Orangewood Park Restroom
22003, Shadow Oak Parking Lot Imp.
22007, Cortez Park Playground
22024, Cameron Park Restroom
22026, Walmardo Restrooms
23005, City Parks Restroom Improvements
23006, Friendship Park Improvements
23007, Drinking Fountains & Picnic Areas
23012, Skate park mural
23019, Parks Security Cameras & Lighting
23020, Parks Security Cameras & Lighting
23022, Resurface Tennis Courts at Del Norte
23023, Resurface Basketball Courts at Gingrich
23024, Cortez Park Trash Enclosure & Goal Post
25XXX, Gingrich Park Tot Lot Replacement
26XXX, California Park Tot Lot Replacement
Del Norte Park Improvements
Galster Park Trail
Paseo Lighting Replacement/Repairs
Skate park, lighting and seating
Cameron Park Community Center Imp.

Park picnic area renovations
Walmardo Basketball Courts
215,000 - - - - - 215,000
569,753 - - - - - 569,753
200,000 - - - - - 200,000
100,000 - - - - - 100,000
408,600 - - - - - 408,600
997,956 - - - - - 997,956
396,770 - - - - - 396,770
400,000 - - - - - 400,000
800,000 - - - - - 800,000
389,070 - - - - - 389,070
241,600 - - - - - 241,600
210,100 - - - - - 210,100
- 1,000,000 - - - - 1,000,000
- 50,000 275,000 - - - 325,000
- 100,000 100,000 100,000 100,000 100,000 500,000
- 99,999 - - - - 99,999
- 180,000 180,000 180,000 180,000 180,000 900,000
- 300,000 - - - - 300,000
- 40,000 - - - - 40,000
- 40,000 - - - - 40,000
- 50,000 - - - - 50,000
- - 340,000 - - 340,000
xan nnn _ xan nnn
500,000
99,999
150,000
300,000
295,000
2,400,000
250,000

Page 158 ends

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: City Parks Restroom Improvements
Project No.
23005
Project Total:

Goal Addressed:
$1,000,000I Enhance City Image and Effectiveness
Description Justification Status
City Parks Restroom Improvements & Upgrades To ensure residents and employees have New Project access to clean and working facilities
160 CIP
APage 159

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Friendship Park Improvements
Project No. Project Total: City Goal Addressed:
23006 $325,000 Enhance City Image and Effectiveness
Funding
160 CIP 50,000 275,000
Friendship Park —
3990 S. Sansone Ave, West Covina
rs I I i I i I I i I I I I i I i I i I I i

Page 160 ends

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Drinking Fountains & Picnic Areas
Project No. Project Total: City Goal Addressed:
23007 $500,000 Enhance City Image and Effectiveness
Park drinking fountains, picnic area Improve recreational and park New Project in opportunities in the community.

Funding
160 CIP

Page 161 ends

wssi cmiu

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Skate park mural
Project No. Project Total:
23012
Description
Skate park mural
212 Public Arts
Goal Addressed:
$99,999I Enhance City Image and Effectiveness

Page 162 ends

City of West Covina
FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Parks Security Cameras & Lighting
No. Project Total: City Goal Addressed:
23019 1 $900,000, Enhance City Image and Effectiveness
Parks security cameras & lighting @ $75,000 each Improve recreational and park New Project opportunities in the community.

Funding
160 CIP
APage 163

City of West Covina FY 2022-23 Proposed Budget
Capital Improvement Program
Project: Parks Security Cameras & Lighting
Project No. Project Total: City Goal Addressed:
23020 1 $300,000 Enhance City Image and Effectiveness
Parks security cameras & lighting @ $75,000 each Improve recreational and park New Project opportunities in the community.

Funding
160 CIP - 300,000

Page 164 ends

West Covina City CouncilApril 19, 2022

West Covina City Council
April 19, 2022