10-18-2011 - 2010-11 and 2011-12 Fiscal Years Budget Update - Item 5 (2).pdfFinance docs on Track-It/Agenda Items/Budget Data/11-12 1st Qtr Update 10-18-11
TO: Andrew G. Pasmant, City Manager
and City Council
FROM: Tom Bachman,
Assistant City Manager/Finance Director
SUBJECT: 2010-11 AND 2011-12 FISCAL YEARS BUDGET UPDATE
RECOMMENDATION:
It is recommended that the City Council receive and file the budget update.
DISCUSSION:
This report contains a review of the 2010-11 fiscal year, the first quarter financial report for the
2011-12 fiscal year, and finally a look forward to the 2012-13 fiscal year and the significant
fiscal challenges that still lie ahead for the City.
FY 2010-11 – PRIOR FISCAL YEAR REVIEW
General Fund
For the year that just ended on June 30, 2011, the 2009-10 General Fund preliminary budget, as
first presented to the City Council contained an $8.7 million deficit. This large preliminary
deficit reflected a continuing trend that the City has faced over the last three fiscal years and one
that it again faced in the 2011-12 fiscal year. This trend is the result of expenditure growth driven
in large part by rising personnel costs such as pension contributions and medical premium, at a
time when total revenues continued to decline. To again reduce the large preliminary budget
deficit, the City was forced to reduce services, including public safety. In total, the City
eliminated 24 full time positions including seven sworn police positions, nine sworn firefighter
positions and eight non-sworn positions. The cuts to public safety were necessary since they
make up 78% of the General Fund budget and no significant impact on reducing the deficit could
be accomplished without cuts in this area. The City ultimately adopted a General Fund Budget
for fiscal year 2010-11 with a $3.8 million deficit.
While revenues in total met their budget estimate during the fiscal year, it is important to
highlight certain trends that have impacted the City’s financial structure over the last couple of
years and will continue to impact it in the future. Property tax and sales tax make up 60% of
General Fund revenues and performed in opposite directions during the fiscal year. After three
years of declining revenues, sales tax revenues showed an 8.4% increase over the prior year. To
put that growth into perspective, sales tax revenue is still 16% below its peak level reached in
2006-07. Property taxes on the other hand, declined for the second straight year, dropping 1.4%.
Property taxes have dropped 5.3% over the two-year period. Both revenues are projected grow
slowly over the next couple of years.
Other major revenue source trends include a decline in interest income from $4.1 million in
2007-08 to $2.3 million in 2010-11 due to the reduction of available fund balance and
historically low interest rates. Virtually all of the City’s interest income now comes from the
loans to the redevelopment agency. Administrative and overhead charges to other funds have
declined from $2.1 million in 2008-09 to $1.4 million in 2010-11. These downward trends for
interest income and A & O charges are expected to be permanent. Transient occupancy tax,
building permits, and the sales tax reimbursement agreement with the redevelopment agency all
showed double-digit gains during the fiscal year, but much like sales tax, remain far below their
pre-recession levels. In all, total revenues were down by $466,875 (0.9%) from the previous
year. Revenues for the year exceeded their budget estimates by $14,493.
City of West Covina
Memorandum
AGENDA
Item No.: 5
Date: October 18, 2011
Finance docs on Track-It/Agenda Items/Budget Data/11-12 1st Qtr Update 10-18-11
While revenues met their budget estimate, the General Fund experienced significant savings on
the expenditure side of the budget as department managers were directed to control costs at a
level below what was budgeted. These savings allowed the deficit for the year to come in at $2.2
million, much less than the $3.8 budgeted shortfall. The majority of the savings were in the
Police Department, which came in $1.3 million under budget. Savings in other departments
were offset by increased costs in the Fire Department and City Clerks budgets. The overage in
the City Clerks budget was due to increased costs for animal control services. The overages in
the Fire Department were due in large part to the City’s inability to remove an ambulance squad
from service that was programmed into the budget. Much of the savings in the operating
departments was due to freezing vacant budgeted positions. This freeze was put in place with
the knowledge that many more positions would need to be eliminated in the 2011-12 fiscal year
and in an effort to avoid layoffs. Total expenditures were $1.4 million under budget.
Below is a summary of the General Fund results for the 2010-11 fiscal year. These amounts are
unaudited, but are not expected to change materially. This available, or cash, fund balance is
insufficient to meet the City’s ongoing cash flow needs and again has necessitated short-term
borrowing in the 2011-12 fiscal year.
2010-11 Fiscal Year
Budget Summary Original Amended YTD Balance %
Budget Budget Actual Remaining Received
Total Revenues 48,911,320 49,197,250 49,211,743 (14,493) 100.0%
Total Expenditures 52,744,563 52,835,022 51,452,423 1,382,599 97.4%
Budget
Surplus/(Deficit) (3,833,243) (3,637,772) (2,240,680)
Available Fund Balance 7,861,136
Total Fund Balance 29,324,111
Other Funds
Other funds that provide funding for ongoing operations such as Prop A Transit, Prop C Transit,
Gas Tax and Prop 172 Public Safety Augmentation that have also been affected by economic
conditions over the last couple of years have now also started to stabilize. Part of this is due to
the revenues bottoming out and starting to slowly increase. The other factor is that these funds
have also experienced cuts in service over the last couple of years similar to the cuts that have
occurred in the General Fund.
The Community Development Commission (CDC) was again impacted by state actions during
2010-11 as the state seized $1.3 million of tax increment funds from the CDC to be placed into
the Supplemental Educational Revenue Augmentation Fund. This came on the heels of the state
taking $6.5 million in 2009-10. As was the case in 2009-10, the CDC borrowed the funds to
make the SERAF payment from the Housing Fund and will have to repay a total of $7.8 million
to the Housing Fund in five years, further placing a strain on the CDC’s cash flow. Property
taxes for the CDC were essentially flat in 2010-11, declining $22,111, or 0.1%, despite losing
$855,118 in taxpayer refunds due mainly to property tax appeals on commercial properties. The
number of outstanding property tax appeals may have an impact on future tax increment
revenues.
The audited financial statements containing comprehensive results for all funds of the City will
be presented to the City Council and the CDC Board at the second meeting in December.
FY 2011-12 - CURRENT FISCAL YEAR FIRST QUARTER BUDGET UPDATE
Due to the severe financial situation facing the City, staff again took the approach to preparing
the 2011-12 Fiscal Year Budget by having the Finance Department create a rollover budget that
contained the same level of authorized personnel as was in the 2010-11 Budget but using 2011-
12 costing, and the same dollar amount for supplies and services (non-personnel) budgets. The
2011-12 personnel costs included salary increases for both the police (6% and additional special
pays) and fire (5%) departments’ sworn personnel. The City had previously reduced service
levels over the three prior years, while reducing staffing from a high of 445 full time employees
Finance docs on Track-It/Agenda Items/Budget Data/11-12 1st Qtr Update 10-18-11
in 2007-08 down to 388 in 2010-11. This reduction in service and staffing levels would continue
in 2011-12 and would impact most funds in the City and the CDC budgets
This rollover approach produced an initial $7.3 million deficit in the City’s General Fund. The
large deficit in the rollover budget was mainly due to increases in pension costs ($1.6 million),
public safety salary increases ($1.3 million), the end of miscellaneous employee furloughs
($404,000), reinstating the budget for one ALS ambulance ($315,000), and medical premium
increases ($313,000). The increase in pension is the first of three increases that will take place
through 2013-14 as a result of the stock market losses in the CalPERS system.
In order to reduce the $7.3 million deficit, $5.5 million in deficit reducing measures were
implemented. These cuts further reduced service levels and included concessions from the
miscellaneous employees to pay the entire employee contribution to CalPERS. The proposed
cuts also included reductions in all non-safety departments, fire department cuts totaling
$284,000 along with a grant to provide additional firefighter staffing and the return of Engine 4
while saving the City an additional $825,000, and police department cuts totaling $2.8 million.
The reductions will continue the downsizing of the City’s workforce and will result in the
elimination of 23 full time and 5 part-time positions, including fourteen sworn police positions
and nine non-sworn positions. The City was awarded a FEMA hiring grant that provided for an
increase of 6 firefighter positions and return Engine 4 back into service. The grant is for a two-
year period and those firefighter positions are only guaranteed employment for the period of the
grant. It is the intent of these proposals to avoid layoffs and that all eliminated positions will be
absorbed through currently funded vacant positions and future retirements. Authorized full time
employee staffing in now down to 371.
The 2011-12 Adopted General Fund Budget includes $51.6 million of estimated revenues and
$53.5 million of appropriations, resulting in a revised $1.9 million deficit. Revenues in 2011-12
are projected to increase by 4.8 percent over the 2010-11 estimates while expenditures are
projected to increase by 1.3 percent over the 2010-11 budget. There will also be a limited
amount of operating carryovers from the 2011-11 fiscal year that will increase the gap by
$61,266.
The projections on the revenue side of the budget are based on the assumptions that most
revenues have bottomed out after their 2 – 3 year decline and will start to show gradual growth.
But while growth is projected, most revenues are still far below their pre-recession levels and
will take several years to recover due to slow growth. The slow growth is predicated on sluggish
economic reports for unemployment, and the housing and consumer spending markets. Many of
the major revenues such as property taxes, franchise taxes, sales tax compensation fund (triple
flip), and business licenses are not received until later in the fiscal year, so it is too early to
determine whether any major fluctuations are occurring at this early date.
The chart below shows revenues at 8.8 percent through the first three months of the year. This is
due to fact that many of the City’s major revenues are not received until December and January.
Expenditures are at 24.0 percent through the same period. All departments are in line with their
budgets at this point in the year. Through the first three months of the year the City has
experienced a negative cash flow of $8.2 million. This negative cash flow is expected to grow to
approximately $12 million by the end of November before property taxes and other major
revenues start to flow into the City. This negative cash flow has caused the City to again issue
short-term tax revenue anticipation notes (TRANS).
Finance docs on Track-It/Agenda Items/Budget Data/11-12 1st Qtr Update 10-18-11
REVENUE SOURCE % of Original Amended YTD Balance %
Total Budget Budget Actual Remaining Received
Property Tax 34.3% 17,685,000 17,685,000 250,632 17,434,368 1.4%
Sales Tax 24.6% 12,700,000 12,700,000 1,701,894 10,998,106 13.4%
Interest 4.6% 2,354,228 2,354,228 590,054 1,764,174 25.1%
Franchise Tax 6.4% 3,325,000 3,325,000 0 3,325,000 0.0%
Overhead Chargebacks 3.1% 1,600,000 1,600,000 345,624 1,254,376 21.6%
Ambulance Service 3.4% 1,750,000 1,750,000 224,440 1,525,560 12.8%
Business License Tax 4.3% 2,200,000 2,200,000 53,949 2,146,051 2.5%
Sales Tax Reimbursement 2.2% 1,136,000 1,136,000 0 1,136,000 0.0%
Transient Occupancy Tax 1.6% 850,000 850,000 146,559 703,441 17.2%
Other Revenues 12.7% 6,574,592 6,574,592 789,991 5,784,601 12.0%
Transfers In 2.8% 1,449,000 1,449,000 461,061 987,939 31.8%
Total Revenues 100.0% 51,623,820 51,623,820 4,564,205 47,059,615 8.8%
EXPENDITURES % of Original Amended YTD Balance %
Total Budget Budget Actual Remaining Expended
City Council 0.4% 233,768 233,768 55,749 178,019 23.8%
General Administration 1.8% 982,164 1,043,430 178,362 865,069 17.1%
City Clerk 1.5% 816,595 816,595 138,677 677,917 17.0%
Finance 4.5% 2,382,954 2,382,954 540,082 1,842,871 22.7%
Human Resources 0.9% 459,699 459,699 118,127 341,573 25.7%
Planning 0.8% 424,827 424,827 101,348 323,479 23.9%
Police 48.2% 25,757,768 25,757,768 6,472,283 19,285,485 25.1%
Fire 30.6% 16,365,979 16,365,979 3,880,976 12,485,003 23.7%
Public Works 8.4% 4,511,971 4,511,971 945,693 3,566,279 21.0%
Community Services 1.4% 738,798 738,798 195,279 543,519 26.4%
Transfers Out 1.5% 811,050 811,050 202,763 608,288 25.0%
Total Operating Budget 53,485,573 53,546,839 12,829,337 40,717,502 24.0%
Net Operating Budget
Surplus/(Deficit) (1,861,753) (1,923,019) (8,265,133) 6,342,114
Capital Projects Total 0.0% 0 0 0 0 #DIV/0!
General Fund Budget Total 100.0% 53,485,573 53,546,839 12,829,337 40,717,502 24.0%
Budget Surplus/(Deficit) (1,861,753) (1,923,019) (8,265,133)
LOOKING AHEAD
While the City has made substantial cuts to all departments including public safety, and has now
eliminated a total of 80 full-time positions without layoffs over the last four years, the General
Fund budget gap is projected to grow in the next couple of years. While the recession has ended,
the economy is still very sluggish with a still high unemployment rate and weaknesses in both
the housing and consumer spending markets. Revenue growth is expected to be slow and the
City will face growing costs of our basic services due to increases in pension costs. Absent a
new revenue source, which is unlikely at this time given the state of the economy and the
negative public sentiment towards government, it is anticipated that the City will need to make
significant reductions to the costs of services in the upcoming years. These reductions are
necessary due to the City’s use of reserve funds in recent years, which have reduced the cash
reserves to precariously low levels given the City’s negative cash flow during the first half of the
fiscal year. Some of the major issues are discussed further below.
2012-13 and 2013-14 Fiscal Years Budget Outlook
Early projections for City’s budget deficit for the next two fiscal years show a $3.3 million
deficit in 2012-13 and growing to $5.9 million in 2013-14. These projections are predicated on
slow revenue growth over the next couple of years, status quo staffing levels, and major
Finance docs on Track-It/Agenda Items/Budget Data/11-12 1st Qtr Update 10-18-11
increases in pension costs. In order to reduce the deficit to a more manageable level, preserve
the City’s cash reserve, and avoid deeper cuts in fiscal year 2012-13, the City will need to reduce
the cost structure for its services, a great deal of which has been tied up for the last several years
due to existing public safety MOUs.
Other Retirement Benefits Funding
West Covina, as well as other cities throughout California, also faces an additional issue in
funding retirement benefits. The City had an biennial actuarial valuation performed as of June
30, 2009, in compliance with GASB 45 that determined the City has a $45 million unfunded
liability for retiree medical benefits. Due to the fact that medical costs consistently rise faster
than normal CPI, keeping up with these cost increases in the future will be increasingly
challenging and if limits are not put in place on this benefit, this will start to consume an
increasingly larger portion of the budget. Although the City currently funds this benefit on a
pay-as-you-go basis, it would be prudent to consider pre-funding this liability, which will
ultimately reduce the long-term cost of the benefit but will also result in higher expenditures in
the near term. The City should also explore cost-sharing of the benefit with the bargaining units
that receive this benefit.
Cash Flow Financing
The City’s cash position at the end of the current fiscal year is projected to be $7.9 million. The
City annually runs a negative cash flow for the first five months of each fiscal year to the tune of
approximately $12 million. This is due to the fact that the City’s largest revenue source,
property tax, does not start flowing into the City until December. Additionally, due to actions by
the state such as the Triple Flip and the exchange of VLF for property taxes, these two large
revenue sources do not start flowing into the City until January of each fiscal year.
In the past the City has been able to rely on internal borrowing from the Liability and Workers’
Comp internal service funds to cover the negative cash flow, but due to lower reserves in those
funds as a result of increased litigation and workers’ comp costs combined with transfers to the
General Fund two years ago to reduce the budget deficit, those funds can no longer cover the
negative cash flow. Additionally, the City must provide cash flow financing for some of its
maintenance districts such as the Citywide Maintenance District and the Sewer Maintenance
District because those districts do not have sufficient reserve funds to cover their negative cash
flow.
The City issued $9 million in short-term revenue anticipation notes (TRANS) during the current
year in order to meet its cash flow needs. Short-term borrowing will become much more
difficult and more expensive in the future unless the City balances it budget, as investors become
wary of cities with a history of deficit spending and dwindling reserves.
Capital Requirements
As the City has struggled to produce balanced budgets in recent years, many of the City’s capital
needs have been deferred. General Fund spending on capital items has not occurred for several
years and reserves that otherwise could have been used for onetime capital needs, have instead
been used for operating purposes. While much of the focus is on balancing the budget,
provisions for funding capital needs must also be considered when developing a plan for the
future. The City needs an ongoing replacement plan for its fleet of aging police vehicles, fire
apparatus, public works vehicles, and city facilities to keep up with extensive usage.
Fire Department
The City has made substantial reductions to the Fire Department budget over the last couple of
years, reducing the number of sworn personnel from 80 members down to 62. The City was able
to receive grant funding to increase staffing and put an engine company back in service that was
previously eliminated in the 2010-11 budget. This grant, however, only provides funding for two
years. It will only become more difficult in the future for the City to retain its own fire
department due to increasing costs of public safety personnel and equipment and the City’s lack
of funding resources and the City should consider all options to providing these services. Some
of these options could include contracting with Los Angeles County, which completely
surrounds the City for fire suppression services; different staffing models such as using
firefighters vs. firefighter/paramedics on certain apparatus or ambulance operators vs.
firefighter/paramedics in ambulances; and the addition of a reserve firefighter program.
Finance docs on Track-It/Agenda Items/Budget Data/11-12 1st Qtr Update 10-18-11
Economic Development Goals
The City has suffered significant sales tax losses in its retail base as a result of the downturn in
the economy and the closure of several stores. The primary focus of staff will continue to be
working with existing property owners to assist in filling the vacancies caused by the store
closures, especially the major centers, as well as assisting local businesses and developers in
their remodeling and expansion projects. The success of these projects is a critical component to
the City’s tax base and ability to fund public services. Some of those projects currently
underway include the expansion of the Westfield Mall, the Country Club shopping center, the
Penske dealership, and the Lakes commercial area.
Future of the Redevelopment Agency
Over the past two budget years the West Covina Community Development Commission (CDC)
has been forced by the state to pay a total of $7.8 million to the Educational Revenue
Augmentation Fund (ERAF) to assist the state with it’s budget deficits. While these funds were
borrowed from the Housing Fund, this money will have to be repaid and will severely hamper
the CDC’s ability to do projects in the future. The CDC’s financial situation took a further hit
this year with the passage of legislation by the state that eliminates redevelopment agencies
altogether, but allows them to remain in existence if they pay an annual continuation payment
each year. The amount of the continuation payment in 2011-12 is $5.9 million. The CDC can
make the payment this year as the legislation allows for approximately $4 million of that to be
paid from the Housing Fund, but this is another measure by the state that severely cripples the
CDC’s to do future redevelopment projects.
On a final note, this legislation to eliminate redevelopment agencies and then continue if they
make the continuation payments has been challenged at the State Supreme Court with a decision
expected in January 2012. Pending an outcome from the Court, redevelopment agencies are
prohibited from entering into new agreements or approving new projects.
Structural Imbalance
The structural imbalance in the General Fund existed before the recession hit and has only been
made worse by the recession. The City, like the state and many other agencies in the state, built
up large expenditure budgets coming off two significant economic booms, the technology boom
of the late 1990’s and the housing boom during the middle of the past decade. Due to the long-
term damage done to the economy and the pension systems as a result of the recession, these
costs, both current and projected, are not sustainable with projected current revenues as the
deficit is projected to grow further in future years.
The City must remain committed to a restructuring plan that will eliminate the structural deficit
and bring operating expenditures in line with current revenues. This plan will evaluate the
services provided by the City, potential new revenues to fund those services, funding for large
capital items such as equipment, facilities and infrastructure, and methods to control and fund
long-term liabilities such as pensions and retiree medical costs.
FISCAL IMPACT:
None.
_____________________________
Prepared by: Tom Bachman
Assistant City Manager/Director of Finance
Attachments: 1. 2010-11 General Fund Revenues and Expenditures
2. 2010-11 Non-General Fund Revenues and Expenditures
3. 2011-12 Non-General Fund Revenues and Expenditures
Attachment 1
CITY OF WEST COVINA @ 10/12/11
GENERAL FUND BUDGET SUMMARY REPORT Period Ending:06/30/11
FISCAL YEAR 2010-2011 % of Year:100.0%
REVENUE SOURCE % of Original Amended YTD Balance %
Total Budget Budget Actual Remaining Received
Property Tax 34.0%16,644,000 16,644,000 17,590,376 (946,376)105.7%
Sales Tax 24.5%12,000,000 12,000,000 11,974,841 25,159 99.8%
Interest 4.9%2,375,000 2,375,000 2,309,957 65,043 97.3%
Franchise Tax 6.7%3,300,000 3,300,000 3,159,080 140,920 95.7%
Overhead Chargebacks 4.1%2,000,000 2,000,000 1,383,362 616,638 69.2%
Ambulance Service 3.8%1,850,000 1,850,000 1,715,806 134,194 92.7%
Business License Tax 4.0%1,950,000 1,950,000 2,182,985 (232,985)111.9%
Sales Tax Reimbursement 2.3%1,115,000 1,115,000 1,216,145 (101,145)109.1%
Transient Occupancy Tax 1.5%750,000 750,000 756,573 (6,573)100.9%
Other Revenues 10.9%5,322,670 5,592,670 5,329,973 262,697 95.3%
Transfers In 3.3%1,604,650 1,620,580 1,592,645 27,935 98.3%
Total Revenues 100.0%48,911,320 49,197,250 49,211,743 (14,493)100.0%
EXPENDITURES % of Original Amended YTD Balance %
Total Budget Budget Actual Remaining Expended
City Council 0.5%268,164 268,579 216,704 51,874 80.7%
General Administration 1.9%1,014,267 1,052,621 901,999 150,622 85.7%
City Clerk 1.3%678,910 680,428 728,852 (48,424)107.1%
Finance 4.5%2,379,208 2,379,208 2,303,548 75,661 96.8%
Human Resources 1.1%558,612 558,612 459,858 98,754 82.3%
Planning 0.9%449,534 449,916 401,264 48,652 89.2%
Police 50.3%26,540,575 26,562,900 25,195,268 1,367,633 94.9%
Fire 27.3%14,421,136 14,437,388 15,180,711 (743,324)105.1%
Public Works 8.9%4,674,403 4,682,215 4,398,238 283,977 93.9%
Community Services 1.4%739,488 739,488 696,530 42,958 94.2%
Transfers Out 1.9%1,020,266 1,020,266 966,050 54,216 94.7%
Total Operating Budget 52,744,563 52,831,622 51,449,023 1,382,599 97.4%
Net Operating Budget
Surplus/(Deficit)(3,833,243)(3,634,372)(2,237,280)(1,397,092)
Capital Projects Total 0.0%0 3,400 3,400 0 100.0%
General Fund Budget Total 100.0%52,744,563 52,835,022 51,452,423 1,382,599 97.4%
Budget Surplus/(Deficit)(3,833,243)(3,637,772)(2,240,680)
B:\Past budgets\FINAL 2006-2008\Monthly Report FY 10-11
10/13/2011
Summary 2011
1 of 1
City of West Covina
REVENUE and EXPENDITURES
NON-GENERAL FUNDS ONLY
As of 06-30-2011
Attachment 2
Adjusted As of 6/30/11 Percent Adjusted As of 6/30/11 Percent
Estimate 10/14/2011 of Budget 10/14/2011 of
FY 10-11 Estimate FY 10-11 Budget
SPECIAL REVENUE FUND TYPES
111 FEE & CHARGE 1,516,700 1,278,375 84.3%1,511,442 1,262,550 83.5%
116 STATE ASSET FORFEITURES 7,000 21,872 312.5%15,300 15,300 100.0%
117 DRUG ENFORCEMENT REBATE 7,000 608,003 8685.8%666,927 495,694 74.3%
118 BUSINESS IMPROVEMENT TAX - 234 #DIV/0!4,500 1,367 30.4%
119 AIR QUALITY IMPROVEMENT TRUST 122,000 124,935 102.4%155,674 132,602 85.2%
120 INTEGRATED WASTE MANAGEMENT 70,000 70,162 100.2%66,839 57,706 86.3%
121 PROPOSITION "A"1,589,000 1,676,380 105.5%1,764,359 1,601,474 90.8%
122 PROPOSITION "C"1,195,000 1,281,834 107.3%3,346,291 1,203,016 36.0%
123 TRAFFIC SAFETY 1,175,000 902,381 76.8%1,204,956 1,143,434 94.9%
124 GASOLINE TAX 1,812,100 1,762,568 97.3%1,749,788 1,554,868 88.9%
125 PROP 42 TRAFFIC CONGESTION RELIEF 1,124,826 1,074,453 95.5%1,516,053 51,073 3.4%
126 PROP 1B - 78 #DIV/0!5,435 4,806 88.4%
127 POLICE DONATIONS 15,138 15,236 100.6%19,185 4,291 22.4%
128 TRANSPORTATION DEV. ACT 53,247 86,726 162.9%113,562 93,609 82.4%
129 INTEGRATED WASTE MANAGEMENT 179,000 175,104 97.8%145,349 123,933 85.3%
131 COMMUNITY DEVEL. BLOCK GRANT 1,321,603 903,819 68.4%1,952,470 913,864 46.8%
140 F.A.U./I.S.T.E.A./T21 515,540 446,364 86.6%827,564 608,740 73.6%
143 L.A. COUNTY PARK BOND - 15,970 #DIV/0!152,328 142,722 93.7%
144 TREE FUND - 1,074 #DIV/0!- - #DIV/0!
145 WASTE MGT ENFORCEMENT - GRANT 15,800 15,770 99.8%15,800 15,765 99.8%
146 SENIOR MEALS PROGRAM 277,716 220,872 79.5%208,794 205,736 98.5%
149 USED OIL BLOCK GRANT 43,606 55,288 126.8%28,151 32,098 114.0%
150 INMATE WELFARE 15,000 7,200 48.0%13,356 13,102 98.1%
153 PUBLIC SAFETY AUGMENTATION 525,000 552,716 105.3%525,000 525,000 100.0%
154 PRIVATE GRANTS - 60 #DIV/0!- - #DIV/0!
155 COPS/SLES 135,755 140,187 103.3%313,881 156,111 49.7%
158 C.R.V. / LITTER REMOVAL GRANT 25,425 30,078 118.3%28,184 15,751 55.9%
159 SUMMER MEALS PROGRAM 29,699 24,772 83.4%29,699 23,672 79.7%
169 STATE PARK BOND GRANT - - #DIV/0!- (9) #DIV/0!
181 MAINTENANCE DISTRICT #1 339,000 382,812 112.9%439,608 320,937 73.0%
182 MAINTENANCE DISTRICT #2 143,500 147,356 102.7%200,485 162,902 81.3%
183 WC CSS CFD 100,000 108,083 108.1%130,392 83,822 64.3%
184 MAINTENANCE DISTRICT #4 1,039,000 1,068,196 102.8%1,063,144 897,500 84.4%
186 MAINTENANCE DISTRICT #6 145,000 165,886 114.4%164,579 111,025 67.5%
187 MAINTENANCE DISTRICT #7 110,000 132,463 120.4%150,639 122,628 81.4%
188 CITYWIDE MAINTENANCE DISTRICT 1,476,437 1,493,971 101.2%1,393,566 1,414,470 101.5%
189 SEWER MAINTENANCE 2,557,385 2,585,258 101.1%2,507,967 2,397,627 95.6%
190 BUSINESS IMPROVEMENT DISTRICT 65,000 36,106 55.5%64,794 34,457 53.2%
195 BULLET PROOF VEST GRANT - 4,576 #DIV/0!- - #DIV/0!
198 OTS GRANTS - 34,629 #DIV/0!19,320 23,923 123.8%
203 CHARTER SETTLEMENT FUND - 19 #DIV/0!49,650 21,711 43.7%
204 COPS TECHNOLOGY GRANT - 19 #DIV/0!- 0 #DIV/0!
205 PEG FUND - 2,954 #DIV/0!30,148 8,271 27.4%
207 OTS GRANTS 3,799 1,210 31.8%3,799 3,556 93.6%
208 JUSTICE ASSISTANCE GRANT 43,896 64,376 146.7%119,629 92,523 77.3%
212 ART IN PUBLIC PLACES - 29,805 #DIV/0!16,098 7,162 44.5%
214 USDOJ COPS GRANT - 12,375 #DIV/0!- 1,396 #DIV/0!
215 N AZUSA RELINQUISHMENT - 2,928 #DIV/0!381,241 5,841 1.5%
219 FIRE TRAINING 15,000 59,173 394.5%15,000 11,600 77.3%
220 WC COMMUNITY SERVICES FOUNDATION 45,878 60,911 132.8%100,711 34,026 33.8%
221 POLICE PRIVATE GRANTS - 2,069 #DIV/0!12,166 4,427 36.4%223 HAZARD ELIMINATION SAFETY - 57,435 #DIV/0!- - #DIV/0!224 MEASURE R 900,000 950,087 105.6%799,689 584,515 73.1%
225 CDBG-R - 8,119 #DIV/0!28,263 19,608 69.4%
226 ARRA - STIMULUS PROJECTS - 952,867 #DIV/0!1,305,686 995,712 76.3%227 HOMELAND SECURITY GRANT - - #DIV/0!47,510 156,228 328.8%
228 RECOVERY BYRNE GRANT - 85,688 #DIV/0!199,187 102,164 51.3%
229 RUBBERIZED ASPHALT CONCRETE GRANT - 250,000 #DIV/0!250,000 226,283 90.5%230 ENERGY EFFICIENCY GRANT 39,190 143 0.4%39,190 200 0.5%231 ADVANCED TRAFFIC MGT SYSTEM 780,000 - 0.0%780,000 - 0.0%
TOTAL - SPECIAL REVENUE FUND TYPES 19,574,240 20,192,025 103.2%26,693,347 18,242,791 68.3%
REVENUE EXPENDITURES
FUND#FUND DESCRIPTION
B:\Past budgets\FINAL 2006-2008\Quarterly Report - Non GF Rev & Exp FY 06-07
10/13/2011
As of 6-30-11 -updated
1 of 2
City of West Covina
REVENUE and EXPENDITURES
NON-GENERAL FUNDS ONLY
As of 06-30-2011
Attachment 2
Adjusted As of 6/30/11 Percent Adjusted As of 6/30/11 Percent
Estimate 10/14/2011 of Budget 10/14/2011 of
FY 10-11 Estimate FY 10-11 Budget
REVENUE EXPENDITURES
FUND#FUND DESCRIPTION
CAPITAL PROJECT FUND TYPES
160 CAPITAL PROJECTS - 38,958 #DIV/0!1,218,921 95,622 7.8%161 CONSTRUCTION TAX 40,000 58,376 145.9%240,693 86,487 35.9%
170 PARK DEDICATION FEES "A"- 85 #DIV/0!7,000 7,000 100.0%
171 PARK DEDICATION FEES "B"- 122 #DIV/0!39,447 19,938 50.5%172 PARK DEDICATION FEES "C"- 909 #DIV/0!125,281 7,115 5.7%173 PARK DEDICATION FEES "D"- 4 #DIV/0!500 500 100.0%
174 PARK DEDICATION FEES "E"- 273 #DIV/0!12,085 6,600 54.6%
175 PARK DEDICATION FEES "F"- 107 #DIV/0!- - #DIV/0!176 PARK DEDICATION FEES "G"22,500 1,023 4.5%57,653 44,503 77.2%177 PARK DEDICATION FEES "H"- 2 #DIV/0!200 145 72.5%
367 CIP-VEHICLE - 2,925 #DIV/0!- 271,024 #DIV/0!
TOTAL - CAPITAL PROJECT FUND TYPES 62,500 102,783 164.5%1,701,780 538,936 31.7%
DEBT SERVICES FUND TYPES
300 DEBT SERVICE - CITY 14,142,123 23,830,978 168.5%14,654,424 24,254,736 165.5%
TOTAL - DEBT SERVICES FUND TYPES 14,142,123 23,830,978 168.5%14,654,424 24,254,736 165.5%
PROPRIETARY FUND TYPES
INTERNAL SERVICE FUND TYPES
360 UNINSURED LOSS CITY PROPERTY - 26,834 #DIV/0!104,525 102,443 98.0%
361 GENERAL LIABILITY 981,006 985,002 100.4%979,713 1,311,085 133.8%
363 WORKER'S COMPENSATION 1,247,910 1,160,596 93.0%1,365,993 1,633,094 119.6%365 FLEET MANAGEMENT 1,549,047 1,696,866 109.5%1,551,708 1,577,528 101.7%368 RETIREE LUMP SUM BENEFITS 138,435 140,869 101.8%38,600 89,200 231.1%
ENTERPRISE FUND TYPES:- -
370 DARE ENTERPRISE - 71 #DIV/0!- - #DIV/0!375 POLICE SERIVCE GROUP 2,080,000 2,268,982 109.1%2,285,245 2,182,067 95.5%
TOTAL - PROPRIETARY FUND TYPES 5,996,398 6,279,219 104.7%6,325,784 6,895,417 109.0%
COMMUNITY DEVELOPMENT COMMISSION CDC CAPITAL PROJECT FUND TYPE:862 HOUSING SET-ASIDE 3,900,000 4,827,434 123.8%8,166,603 6,858,933 84.0%876 MERGED AREA CAPITAL PROJECTS 2,105,000 3,105,321 147.5%2,505,375 1,878,787 75.0%
877 CITYWIDE AREA CAPITAL PROJECTS 520,000 1,112,005 213.8%290,580 205,800 70.8%
CDC DEBT SERVICE FUNDS:
853 CFD DEBT SERVICE 4,332,000 3,910,464 90.3%3,736,750 4,152,034 111.1%882 MERGED AREA DEBT SERVICE 16,897,000 17,396,060 103.0%16,080,414 17,340,354 107.8%883 CITYWIDE AREA DEBT SERVICE 2,514,000 2,203,117 87.6%3,508,269 4,046,106 115.3%
CDC Fund Transfers In / Transfers Out (6,050,000) (7,008,435) 115.8%(6,050,000) (7,008,435) 115.8%
TOTAL - CDC (net of transfers)24,218,000 25,545,966 105.5%28,237,990 27,473,578 97.3%
TOTAL NON-GENERAL FUND 63,993,262 75,950,971 118.7%77,613,325 77,405,458 99.7%
B:\Past budgets\FINAL 2006-2008\Quarterly Report - Non GF Rev & Exp FY 06-07
10/13/2011
As of 6-30-11 -updated
2 of 2
City of West Covina
REVENUE and EXPENDITURES
NON-GENERAL FUNDS ONLY
As of 9-30-2011
Attachment 3
Adjusted As of 9/30/11 Percent Adjusted As of 9/30/11 Percent
Estimate report run 10-11-11 of Budget report run 10-11-11 of
FY 11-12 Estimate FY 11-12 Budget
SPECIAL REVENUE FUND TYPES
111 FEE & CHARGE 1,401,096 361,720 25.8%1,476,806 375,242 25.4%
116 STATE ASSET FORFEITURES 7,000 1,328 19.0%- - #DIV/0!
117 DRUG ENFORCEMENT REBATE 7,000 (8,500) -121.4%494,081 37,205 7.5%
118 BUSINESS IMPROVEMENT TAX - - #DIV/0!4,492 - 0.0%
119 AIR QUALITY IMPROVEMENT TRUST 128,000 - 0.0%194,556 12,157 6.2%
120 INTEGRATED WASTE MANAGEMENT 90,000 5,000 5.6%66,165 11,874 17.9%
121 PROPOSITION "A"1,751,700 556,532 31.8%1,739,269 1,547,223 89.0%
122 PROPOSITION "C"1,325,000 330,789 25.0%3,483,890 316,437 9.1%
123 TRAFFIC SAFETY 1,175,000 181,220 15.4%1,015,735 244,634 24.1%
124 GASOLINE TAX 1,877,500 157,108 8.4%1,643,392 344,762 21.0%
125 PROP 42 TRAFFIC CONGESTION RELIEF 1,000,000 54,812 5.5%2,860,046 9,684 0.3%
127 POLICE DONATIONS 450 450 100.0%15,345 83 0.5%
128 TRANSPORTATION DEV. ACT 45,274 - 0.0%99,952 11,902 11.9%
129 INTEGRATED WASTE MANAGEMENT 175,000 - 0.0%240,427 85,852 35.7%
130 BUREAU OF JUSTICE ASSISTANCE - - #DIV/0!33,423 598 1.8%
131 COMMUNITY DEVEL. BLOCK GRANT 1,192,443 108,290 9.1%2,053,186 113,158 5.5%
140 F.A.U./I.S.T.E.A./T21 209,250 148,270 70.9%417,313 4,584 1.1%
143 L.A. COUNTY PARK BOND - - #DIV/0!9,606 1,010 10.5%
144 TREE FUND - - #DIV/0!1,000 - 0.0%
145 WASTE MGT ENFORCEMENT - GRANT 15,770 - 0.0%15,770 5,532 35.1%
146 SENIOR MEALS PROGRAM 225,000 10,418 4.6%205,610 51,894 25.2%
149 USED OIL BLOCK GRANT - - #DIV/0!46,973 3,248 6.9%
150 INMATE WELFARE 21,635 - 0.0%13,193 2,734 20.7%
153 PUBLIC SAFETY AUGMENTATION 575,000 46,117 8.0%550,000 137,500 25.0%
155 COPS/SLES - 1,352 #DIV/0!155,501 36,424 23.4%
158 C.R.V. / LITTER REMOVAL GRANT 28,000 - 0.0%38,514 2,865 7.4%
159 SUMMER MEALS PROGRAM 30,000 16,780 55.9%29,748 16,584 55.7%
181 MAINTENANCE DISTRICT #1 360,000 2,982 0.8%415,668 92,463 22.2%
182 MAINTENANCE DISTRICT #2 122,500 276 0.2%145,106 36,514 25.2%
183 WC CSS CFD 125,000 - 0.0%132,328 16,531 12.5%
184 MAINTENANCE DISTRICT #4 1,049,000 2,250 0.2%1,022,266 212,438 20.8%
186 MAINTENANCE DISTRICT #6 156,650 - 0.0%162,992 20,970 12.9%
187 MAINTENANCE DISTRICT #7 142,000 - 0.0%149,558 23,880 16.0%
188 CITYWIDE MAINTENANCE DISTRICT 1,513,615 5,736 0.4%1,395,469 240,667 17.2%
189 SEWER MAINTENANCE 2,725,535 4,737 0.2%2,590,700 529,141 20.4%
190 BUSINESS IMPROVEMENT DISTRICT 48,293 - 0.0%44,971 8,659 19.3%
205 PEG FUND - - #DIV/0!25,000 - 0.0%
207 OTS GRANTS - 2,346 #DIV/0!- - #DIV/0!
208 JUSTICE ASSISTANCE GRANT - - #DIV/0!26,884 10,570 39.3%
212 ART IN PUBLIC PLACES - 14,750 #DIV/0!80,376 1,582 2.0%
214 USDOJ COPS GRANT - - #DIV/0!- 1,685 #DIV/0!
215 N AZUSA RELINQUISHMENT - - #DIV/0!373,881 - 0.0%
219 FIRE TRAINING 35,000 - 0.0%35,000 5,040 14.4%
220 WC COMMUNITY SERVICES FOUNDATION 8,126 2,000 24.6%65,719 14,888 22.7%
221 POLICE PRIVATE GRANTS - 2,500 #DIV/0!10,239 356 3.5%224 MEASURE R 1,000,000 157,042 15.7%1,580,824 104,141 6.6%
225 CDBG-R 1,936 3,655 188.8%5,302 - 0.0%
226 ARRA - STIMULUS PROJECTS - - #DIV/0!202,238 78,700 38.9%227 HOMELAND SECURITY GRANT - 34,481 #DIV/0!- - #DIV/0!228 RECOVERY BYRNE GRANT - - #DIV/0!97,024 33,058 34.1%
230 ENERGY EFFICIENCY GRANT - - #DIV/0!38,990 2,161 5.5%
231 ADVANCED TRAFFIC MGT SYSTEM - 780,000 #DIV/0!780,000 - 0.0%
TOTAL - SPECIAL REVENUE FUND TYPES 18,567,772 2,984,441 16.1%26,284,530 4,806,630 18.3%
REVENUE EXPENDITURES
FUND#FUND DESCRIPTION
B:\Past budgets\FINAL 2006-2008\Quarterly Report - Non GF Rev & Exp FY 06-07
10/13/2011
As of 9-30-11
1 of 2
City of West Covina
REVENUE and EXPENDITURES
NON-GENERAL FUNDS ONLY
As of 9-30-2011
Attachment 3
Adjusted As of 9/30/11 Percent Adjusted As of 9/30/11 Percent
Estimate report run 10-11-11 of Budget report run 10-11-11 of
FY 11-12 Estimate FY 11-12 Budget
REVENUE EXPENDITURES
FUND#FUND DESCRIPTION
CAPITAL PROJECT FUND TYPES
160 CAPITAL PROJECTS - - #DIV/0!843,608 30,689 3.6%161 CONSTRUCTION TAX 40,000 8,361 20.9%196,573 19,829 10.1%
163 PARKS - - #DIV/0!120,000 - 0.0%
170 PARK DEDICATION FEES "A"- - #DIV/0!8,123 2,031 25.0%171 PARK DEDICATION FEES "B"- - #DIV/0!18,739 1,306 7.0%172 PARK DEDICATION FEES "C"- - #DIV/0!72,569 3,395 4.7%
173 PARK DEDICATION FEES "D"- - #DIV/0!81 20 25.0%
174 PARK DEDICATION FEES "E"- - #DIV/0!31,360 6,873 21.9%175 PARK DEDICATION FEES "F"- - #DIV/0!14,997 3,749 25.0%176 PARK DEDICATION FEES "G"- - #DIV/0!130,629 36,528 28.0%
177 PARK DEDICATION FEES "H"- - #DIV/0!77 19 25.0%
TOTAL - CAPITAL PROJECT FUND TYPES 40,000 8,361 20.9%1,436,755 104,440 7.3%
DEBT SERVICES FUND TYPES
300 DEBT SERVICE - CITY 13,513,788 10,475,378 77.5%14,021,296 936,707 6.7%
TOTAL - DEBT SERVICES FUND TYPES 13,513,788 10,475,378 77.5%14,021,296 936,707 6.7%
PROPRIETARY FUND TYPES
INTERNAL SERVICE FUND TYPES
360 UNINSURED LOSS CITY PROPERTY - (27,698) #DIV/0!100,000 1,563 1.6%
361 GENERAL LIABILITY 1,099,391 276,017 25.1%979,713 784,130 80.0%
363 WORKER'S COMPENSATION 1,292,987 281,996 21.8%1,296,602 317,347 24.5%365 FLEET MANAGEMENT 1,590,209 267,473 16.8%1,486,684 372,176 25.0%368 RETIREE LUMP SUM BENEFITS 125,568 31,392 25.0%80,400 48,400 60.2%
ENTERPRISE FUND TYPES:
370 DARE ENTERPRISE - - #DIV/0!- - #DIV/0!375 POLICE SERIVCE GROUP 2,305,236 1,832,400 79.5%2,057,329 605,504 29.4%
TOTAL - PROPRIETARY FUND TYPES 6,413,391 2,661,580 41.5%6,000,728 2,129,119 35.5%
COMMUNITY DEVELOPMENT COMMISSION CDC CAPITAL PROJECT FUND TYPE:862 HOUSING SET-ASIDE 4,078,600 74,767 1.8%4,190,053 1,050,058 25.1%876 MERGED AREA CAPITAL PROJECTS 2,105,000 519,517 24.7%2,548,707 366,692 14.4%
877 CITYWIDE AREA CAPITAL PROJECTS 510,000 125,000 24.5%265,459 49,516 18.7%
CDC DEBT SERVICE FUNDS:
853 CFD DEBT SERVICE 4,662,000 290,578 6.2%3,739,800 24,937 0.7%882 MERGED AREA DEBT SERVICE 16,788,000 - 0.0%20,207,600 1,192,037 5.9%883 CITYWIDE AREA DEBT SERVICE 2,159,000 - 0.0%2,052,000 301,373 14.7%
CDC Fund Transfers In / Transfers Out (6,283,600) (625,000) 9.9%(6,283,600) (625,000) 9.9%
TOTAL - CDC (net of transfers)24,019,000 384,862 1.6%26,720,019 2,359,613 8.8%
TOTAL NON-GENERAL FUND 62,553,951 16,514,623 26.4%74,463,328 10,336,509 13.9%
B:\Past budgets\FINAL 2006-2008\Quarterly Report - Non GF Rev & Exp FY 06-07
10/13/2011
As of 9-30-11
2 of 2
City of West Covina
Memorandum
AGENDA
ITEM NO.
DATE: October 18 2011
TO: Andrew G. Pasmant, City Manager
and City Council
FROM: Theresa St. Peter
Interim Human Resources Director
SUBJECT: APPROVAL OF REVISED CLASSIFICATION SPECIFICATION FOR
MAINTENANCE OPERATIONS MANAGER
RECOMMENDATION:
It is recommended that the City Council adopt the following resolution, regarding the proposed
revised classification specification (class spec) for Maintenance Operations Manager:
RESOLUTION NO. - A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF WEST COVINA, CALIFORNIA, APPROVING THE
REVISED CLASSIFICATION SPECIFICATION FOR MAINTENANCE
OPERATIONS MANAGER
DISCUSSION:
The class spec for Maintenance Operations Manager was written in January 1995. The Public
Works Director and the Human Resources Director have recently reviewed the education and
experience requirements for this classification and feel some amendments are appropriate.
The revised class spec for Maintenance Operations Manager is attached as Exhibit "A."
HUMAN RESOURCES COMMISSION'S REVIEW:
At their Regular Meeting of October 12, 2011, the Human Resources Commission approved the
revised class spec for Maintenance Operations Manager.
FISCAL IMPACT:
There is no fiscal impact as a result of revising this class spec.
Prepared by:
s\-TP rvN Theresa St. Peter
Interim Human Resources Director
Class Spec — Maintenance Operations Manager Page
Approved:
Theresa St. Peter Shannon Yauchzee
Interim Human Resources Director Public Works Director
Attachments: Resolution Approving the Classification Specification for Maintenance
Operations Manager
Revised Maintenance Operations Manager Classification Specification - Exhibit
Spec. Maint Ops Mgr
RESOLUTION NO.
RESOLUTION NO. — A RESOLUTION
OF THE CITY COUNCIL OF THE City OF
WEST COVINA, CALIFORNIA APPROVING
THE REVISED CLASSIFICATION SPECIFICATION
FOR MAINTENANCE OPERATIONS MANAGER
Whereas, the Human Resources Commission has reviewed and approved the revised
classification specification for Maintenance Operations Manager.
NOW, THEREFORE, let it be resolved by the City of West Covina that the City Council
does hereby resolve as follows:
SECTION 1. The revised class specification for Maintenance Operations Manager,
attached as marked as "Exhibit A" is hereby adopted.
SECTION 2. The effective date of this Resolution is October 18, 2011.
The City Clerk shall certify to the adoption of this Resolution.
APPROVED AND ADOPTED on this 18th day of October 2011.
Mayor Steve Herfert
ATTEST:
City Clerk, Laurie Carrico
I, LAURIE CARRICO, CITY CLERK of the City of West Covina, California, do hereby
certify that the foregoing resolution was duly adopted by the City Council of the City of
West Covina, California, at a regular meeting thereof held on the 18 th day of October
2011, by the following vote of the City Council:
AYES:
NOES:
ABSENT:
ABSTAIN:
City Clerk, Laurie Carrico
APPROVED AS TO FORM:
City Attorney, Arnold Alvarez-Glasman
MANAGEMENT
CLASS SPECIFICATION
JANUARY 1995
Revised October 2011
CITY OF WEST COVINA
EXHIBIT A
MAINTENANCE OPERATIONS MANAGER
Job Summary
Under administrative direction of the Public Works Director, coordinates and supervises
the maintenance of the City's infrastructure, including streets, water, open space, parks,
trees, equipment and general maintenance; directs assigned staff through subordinate
supervisors; performs related work as required.
Essential Functions
1. Manages, through subordinate supervisors, work units engaged in construction,
operation, and maintenance of City buildings; maintenance of City parks, streets,
sewers, water system, vehicles, warehouse and infrastructure related projects.
Recommends and implements changes to policies and procedures to ensure
efficient and effective operations.
Prepares reports for use by City administration or to facilitate decisions by the
City Council.
Directs the preparation, execution, and evaluation of contract agreements;
participates in assessing feasibility of contracting out services.
Supervises the preparation of a complex departmental budget.
Provides information and statistics to the City Council to facilitate decisions.
Handles the more complex employee problems including disciplinary, complaints
and grievances.
Supervises a subordinate management and supervisory staff; assigns special
projects; assures the smooth operation.
Interfaces with outside public and private agencies to facilitate projects and gain
support for planned activities.
10.Serves as resource in the meet and confer process with represented department
employees.
QUALIFICATIONS
Required Knowledge and Abilities
Knowledge of street, park, and related public works maintenance and construction;
methods, practices, and techniques related to street, sewer, storm drain, and park
construction and maintenance; working knowledge of plans and specifications; the
principles of supervision, training, budgeting, and project recordkeeping; Ability to plan
and coordinate the work of personnel engaged in office and field work; to prepare,
review, and/or approve comprehensive reports, plans, contract documents, and
estimates; to plan and schedule an overall preventative maintenance program; to
establish and maintain cooperative working relationships; and to communicate
effectively verbally and in writing.
Education: A Bachelor's degree in engineering, public works, business or public
administration, or related field.
Experience: Five years of progressively responsible supervisory or management
experience in public works maintenance activities.