5-18-2021 AGENDA ITEM NO.20 - PRELIMINARY FISCAL YEAR 2021-22 BUDGETAGENDA ITEM NO.20
AGENDA STAFF REPORT
City of West Covina I Office of the City Manager
DATE: May 18, 2021
TO: Mayor and City Council
FROM: David Carmany
City Manager
SUBJECT: PRELIMINARY FISCAL YEAR 2021-22 BUDGET
RECOMMENDATION:
It is recommended that the City Council:
1) Receive and file the Preliminary Fiscal Year (FY) 2021-22 Operating and Capital Improvement Program Budget
(Attachment No. 1); and
2) Direct that the budget be publicly disseminated, including at a community budget workshop on May 19, 2021;
and
3) Schedule it for consideration at the June 15, 2021 City Council meeting.
BACKGROUND:
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 2021-22 financial plan.
DISCUSSION:
The City's financial policies, plans, and reporting systems help the operating departments achieve their objectives
and affect the City's long-term fiscal health. The City's accounting program maintains accounting records in
accordance with Governmental Accounting Standards Board (GASB) pronouncements and Generally Accepted
Accounting Principles (GAAP).
The FY 2021-22 General Fund Budget is balanced using approximately $2.3 of General Fund reserves and focuses
on provision of essential services with no reductions in staffing or service levels provided to the community. The
City General Fund has a structural deficit which is exacerbated by the COVID-19 pandemic. As vaccinations are
more readily available and businesses are allowed to open under the State guidelines, the economy will begin its
recovery and the use of reserves will be less than indicated in this budget. The alternative to using reserves would
result in deep cuts in both Fire and Police department expenditures.
The public safety budgets are a topic of conversation every budget year. The high cost of Fire Department
overtime/backfill is a recurring concern. In FY 2020-21 the Fire Department overtime costs are expected to exceed
$3.1 million dollars. The City has been facing economic challenges in sustaining the delivery of fire and EMS at
the current level. These issues are not dissimilar to the challenges faced by many cities and localities throughout
California.
The City's Memorandum of Understanding (MOU) with the labor unit, the West Covina Firefighter's Association,
I.A.F.F., Local 3226, Section 21, discusses staffing levels. Section 32.12.0 discusses limitations on the number of
people allowed off on vacation per shift. As vacancies in the workforce occur, whether by benefit time use,
injuries, employee separations or fire line assignments, those positions are backfilled by off duty personnel.
All operational costs must be more accurately monitored to avoid the surprise of unanticipated costs. Especially,
overtime needs to be closely scrutinized. Any cost reduction would likely result in service modifications. The
"WCFD Service Delivery Review" (Attachment No. 2) provides a current assessment and discusses various
alternatives. One alternative to the current service model could be to brown out a fire engine whenever overtime is
triggered because of vacation requests. A second alternative could be changing the current rescue ambulance
delivery model to delivering paramedic services using a squad platform consistent with surrounding cities. Another
alternative could be a reduction in the fire safety workforce. Elimination of three (3) captain positions, 3 engineer
positions, and 3 firefighter/paramedic positions could mean an annual savings to the City General Fund of
approximately $1,643,500. The City and Association would need to meet and confer regarding any alternatives
considered by the City.
Police Department reductions could be attained either through reductions in the workforce or reduction in operating
expenditures. One alternative to the provision of services would be to eliminate non -sworn positions through
attrition such as one (1) Senior Administrative Assistant, (1) Community Services Officer, and one (1) Records
Specialist I. This would result in approximately $184,500 in General Fund savings.
The reductions listed above result in $1,828,000 in General Fund reductions. The deficit is $2.3 million which
leaves a remaining deficit of approximately $472,000 that would require either the use of reserves or further cuts in
the organization. As these changes are implemented, the City will analyze implementing service delivery options, to
include levels of service, service quality and expected performance. The service levels that the community is
accustomed to would certainly be reduced.
City Fund Structure
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. A brief description of all the funds begins on page 17 of the budget document.
Proposed Budget Information
For FY 2021-22, estimated revenues (including transfers in) on an all -funds basis are $145,713,500. Many funds
make up the total budget amount, with the largest being the General Fund in the amount of $67,814,100, or 47% of
the City's total budget, as depicted in the chart below.
Total Revenues by Fund Type
6145,713,500
B651 Revenue
funds
10%
Fundy
776
Estimated expenditures (including transfers out) for all budgeted funds are estimated at $159,635,100. The General
Fund makes up 42% of the organization's total budget, or $67,814,100.
Total Expenditures by Fund Type
k eas a ,wmwF $159,635,10O
enterprve�
�1
mmrnal S
Oebt&
QPInI PraJ*0 Fvndr
16%
Rev*nus
ME
Personnel costs inclusive of all City funds are anticipated to be $45.8 million. Pension costs for the California
Public Employment Retirement System (CalPERS) have continually increased during the past several years and
were anticipated to rise for the next several years. Therefore, in July 2020, the City issued approximately $204
million in Pension Obligation bonds to attain more favorable interest rates.
Total Expenditures by Category
$159,635,100
ialarles 9 Banrflts
7?9i
WWI
EQui
7
General Fund
OCVServiw
1514
ma �mrnan�r 8
Htlnns
9%
The City's primary financial goal is to provide an appropriate level of municipal services meeting the needs of the
present without compromising the ability of future generations to meet their own needs. This will require that
community leaders continue to take an active role in the City's efforts to think and act sustainably. The City of
West Covina's General Fund continues to be negatively impacted by economic conditions, increases in pension
costs, the State's elimination of redevelopment, and most recently from the COVID-19 virus. The following chart
is a comparison of General Fund Revenues and expenditures for the past seven (7) years.
General Fund Comparison
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SESPAOM
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ssz.o ow
S6D=AOd
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15/16 14/17 17/19
Actual Actual acasal
General Fund Revenues:
18/19 19170 W{ I d1/77
Actual Actual ,adopted Proposed
F Iscal Year
. Revenue$
• Ezpen6ton0s
Total General Fund revenues are projected to be $67,814,100, an increase of $1,141,864 or 1.7% from the prior
year adopted budget. The numbers that are budgeted reflect a decrease in business license and contractor's license
tax. The increase is largely due to anticipated increases in property tax revenue. The revenues will be monitored
very closely during the fiscal year and adjustments made as revenues change as businesses re -open and the
economy improves.
Property tax and sales tax continue to be the City's main source of revenue at 42% and 23%, respectively as shown
on the chart on the next page. The City also anticipates an increase in permit fees due to an anticipated increase in
City fees as recommended by the State Auditors.
Property Taxes
42%
<1%
R C69{
ReeeMery FN
196
Ocher Rev
sill
IntaMepertn nLal
LMrPes
2%
5lrrlte
8%
General Fund Expenditures:
General Fund Revenues
$67,814,100
Fund Balrnce I Vtr of Mcnsy
3% Pad prwgrty
Rsvenur from
other A¢encies 2�'
3%
SMerTa%
23%
12%
Llce %& Permits
3%
Fpdelturev
1%
At this time, General Fund expenditures for FY 2021-22 are projected to be $67,814,100. This equates to an
increase in budgeted expenditures of $1,141,864 or 1.7% when compared to the adopted budget for FY 2020-21.
The chart below indicates that Public Services and Community Development percentages remain the same as the
previous fiscal year at 8% and 3%, respectively. Support Services (which includes Administration, City Clerk,
Finance and Human Resources), Police Department, and Fire Department percentages all decreased from the
previous fiscal year. Police and Fire both decreased by 12% and 5%, respectively and Transfers Out increased 17%
from last year. The increase in the Transfers is mainly due to increased debt service payments for the 2020 bonds
that were issued in July 2020 and corresponds to the decrease in the departments.
General Fund Expenditures by Department
$67,814,100
Cammv-IWOt Iupmvnt
General Fund revenues are projected to be $65,473,700 and expenditures are projected to be $67,814,100. To
balance the budget staff is recommending that reserves of $2,340,400 be used to balance the budget for the fiscal
year ending 2021-22 as discussed above.
General Fund Reserves:
To maintain the City's credit rating and meet seasonal cash flow shortfalls, economic downturns or a local disaster,
the budget provides for an anticipated fund balance for the general fund. The General Fund ending unassigned fund
balance, or reserve, is equivalent to a "savings account" to cover unexpected costs or significant economic
changes. The intent is to not use the reserves for normal operating expenses on a continual basis. The General
Fund ending unassigned fund balance is projected to be approximately $17,873,663, which is 26.8% of operating
expenditures for fiscal year ending June 30, 2021. The City is required to have a minimum of 17% in unassigned
fund balance per the City's reserve policy. During fiscal year ended June 30, 2020, the General Fund unassigned
reserves decreased to only 14.8%. During 2020-21, reserves have been restored and, in fact, exceed the required
minimum per the Reserve Policy of the City.
At this time, the General Fund's estimated ending fund balance for FY 2021-22 is $21.4 million; however, $3.2
million is considered nonspendable. The nonspendable portion consists of unpaid loans to the former
Redevelopment Agency which have been approved by the Department of Finance (DOF) and will be repaid over
the next few years in the amount of $200 thousand, and land held for resale in the amount of $3 million.
Capital Improvement Program:
Staff is recommending a number of CIP projects for FY 2021-22, all of them being funded from special revenue
funds. These projects are listed in the budget beginning on page 389.
Prepared by: Robbeyn Bird, Finance Director
Fiscal Impact
FISCAL IMPACT:
City staff will make every effort to continue to provide the best quality service to our customers with the resources
available. Revenues and expenditures will be monitored and evaluated monthly by finance staff and presented
quarterly to the City Council to ensure departments are not exceeding budgeted amounts.
Attachments
Attachment No. 1 - FY 2021-2022 Preliminary Operating and Capital Improvement Program Budget
Attachment No. 2 - WCFD Service Delivery Review
CITY COUNCIL GOALS & OBJECTIVES: Achieve Fiscal Sustainability and Financial Stability
1
CITY OF WEST COVINA
PRELIMINARY
ANNUAL OPERATING &
CAPITAL IMPROVEMENT
PROGRAM BUDGET
FISCAL YEAR 2021-2022
WWW.W@5TCOVina.Of9
CITY OF WEST COVINA, CALIFORNIA
1444 W. Garvey Avenue South, West Covina CA 91790
PROPOSED BUDGET
for fiscal year
July 1, 2021 - June 30, 2022
CITY COUNCIL
Letty Lopez-Viado, Mayor
Dario Castellanos, Mayor Pro Tem
Rosario Diaz
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, Acting Assistant City Manager / Public Services Director
Thomas P. Duarte, City Attorney
Lisa Sherrick, Assistant City Clerk
Robbeyn Bird, Finance Director
Vincent Capelle, Fire Chief
Helen Tran, Human Resources Director
Vacant Position, Community Development Director
Richard Bell, Police Chief
Page Intentionally Left Blank
Table of Contents
BudgetMessage..............................................................................................................................1
Financial Information
Overview.....................................................................................................................................11
DebtService................................................................................................................................27
BudgetResolution.......................................................................................................................32
AppropriationsLimit..................................................................................................................35
City Profile
OrganizationalChart ...................................................................................................................39
Top 25 Sales Tax Producers.......................................................................................................42
Principal Property Tax Payers....................................................................................................43
Department/ Fund Matrix..........................................................................................................44
Budget Summaries
Summary of Changes in Fund Balance......................................................................................47
Schedule of Revenues by Fund..................................................................................................51
Schedule of Revenue Detail by Fund.........................................................................................52
Schedule of Expenditures by Fund.............................................................................................60
Expendituresby Category ..........................................................................................................61
Expendituresby Division...........................................................................................................63
Summary of Transfers................................................................................................................88
Administration.............................................................................................................................89
CityCouncil...............................................................................................................................89
CityManager..............................................................................................................................90
CityClerk...................................................................................................................................113
Finance........................................................................................................................................121
HumanResources......................................................................................................................141
Police...........................................................................................................................................153
Fire..............................................................................................................................................199
PublicServices............................................................................................................................215
CommunityDevelopment..........................................................................................................341
Capital Improvement Program
CIPNarrative..............................................................................
CIP Project Summary .................................................................
CIP Funding Schedules by Category .........................................
Schedule of Positions....................................................................
Glossary........................................................................................
City Manager's
Office
May 18, 2021
Honorable Mayor, Members of the City Council, and Citizens of West Covina:
Introduction
This is to present the Recommended Fiscal Year 2021-22 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.
The proposed budget demonstrates a financial plan for the next twelve months. The global
pandemic continues to be in the forefront of the economic challenges that the City is faced with.
The City is focused on the economic recovery as business restrictions are relaxed as more residents
are vaccinated and the pandemic is becoming under control. As the City begins to build its reserves
as evidenced by the 2019-20 Comprehensive Annual Financial Report, this budget is a roll over
budget from the previous fiscal year. The municipal organization continues to focus on the public
safety needs of the community, infrastructure requirements and providing service for the City
residents. However, it is important to note that the community is facing tough choices about
supplying core services, including police, fire and emergency medical services. These core public
safety services typically represent the largest percentage of the budget, and thus are an
understandable target for cost reductions. However, savings cannot come at the cost of lost lives.
Due to the continued loss of revenue caused entirely by the global pandemic, the preliminary
General Fund budget is balanced using $2,340,400 of reserves.
Overall Summary
West Covina's total Projected General Fund operating and capital improvement expenditures for
2021-22 are $67,814,100. The City's budget policy requires that the City maintain an
undesignated, unappropriated reserve amount equal to at least 17% of budgeted expenditures or
approximately $11.5 million. The unassigned fund balance at fiscal year ending June 30, 2021 is
projected to be $17,640,777 which is approximately 26% of General Fund expenditures. 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.
1444 W. Garvey Avenue South • West Covina • CA 91790. Office (626) 939-8401 • Fax (626) 939-8406
The total proposed revenues for all fund types combined is $145,713,500 and includes the General
Fund budget of $67,814,100, Special Revenue Funds budget of $29,542,600, Capital Projects
Funds of $10,585,900, a Debt Service Fund budget of $14,579,400, an Enterprise Fund budget of
$416,400, Internal Service Funds budgets totaling $5,713,300, Successor Agency revenues of
$12,745,800, and Community Facilities District Fund budget of $4,316,000.
In addition, the Capital Improvement Plan budget totaling $38,714,300 is included in the number
above and is funded entirely from Special Revenue Funds and grants obtained from various
funding sources.
Successor
120,
Enterprise
<1%
Internal Sr
Total Revenues by Fund Type
$145,713,500
General Fund
/ 47%
Funds
7%
ecial Revenue
Funds
20%
Property tax remains the City's largest General Fund revenue source and is projected at
$28,204,200, an increase of 3.0% compared to 2019-20 estimated revenues. Sales Tax, which is
the next largest General Fund revenue source, is projected at $15,900,000 and remains flat when
compared to the amount budgeted for fiscal year ended 2019-20. City staff will monitor sales tax
quarterly and amend the budgeted numbers, as necessary. Overall, total General Fund revenues for
2021-22 are projected to increase approximately 1.7%. This is largely due to the increase in
Property Taxes in the amount of $818,000.
Total expenditures (including transfers out) for all budgeted funds are estimated at $159,635,100
as shown in the chart below. Many funds make up the total budgeted amount, with the largest
being the General Fund in the amount of $67,814,100, or 42% of the City's budget.
Total Expenditures by Fund Type
Successor Agency $159, 635,100
9%
Enterprise Fund �I
<1
Internal Service Fund
3%
Debt Service Fund
9%
'General Fund
42%
Capital Project Funds
16%
Revenue
Inds
21%
Salary and benefits are 29% of the City's total budget, as depicted on the next page which is 24%
less than last year. The decrease is due to the issuance of Pension Obligation Bonds for the
unfunded accrued pension liability. There is also a corresponding increase in the debt service
amount due to the issuance of those bonds. However, it should be noted that California Public
Employees Retirement System 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.
Total Expenditures by Category
$159,635,100
Salaries &Benefits^
29% \
Capital Projects J
Equipment
27%
General Fund
Debt Service
15%
Maintenance &
Operations
9%
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. Local government leaders throughout the world are struggling
to protect, support, and lead their communities during the COVID-19 pandemic. As COVID-19
vaccinations are becoming available to more of the population, we are seeing the numbers of cases
drop dramatically in California. The City's General Fund continues to be negatively impacted by
rising pension costs, the State's elimination of redevelopment, and the sudden unexpected loss of
major local revenues. The General Fund provides basic services to the City (i.e. police, fire,
planning, administrative services, and parks and recreation). The following chart is a comparison
of General Fund revenues and expenditures for the past seven (7) years.
$72,000,000
$70,000,000
568,000,000
$66,000,000
564,000,000
$62,000,000
$60,000,000
$58,000,000
$56,000,000
$54,000,000
General Fund Comparison
15/16 16/17 17/18 18/19 19/20 20/21 21/22
Actual Actual Actual Actual Actual Adopted Proposed
Fiscal Year
General Fund Revenues
• Revenues
a Expenditures
Total General Fund revenues are projected to be $67,814,100, a slight increase in revenue from
the 2020-21 Fiscal Year adopted budget. This is largely due to an increase in Property Tax
Revenue of $818,000 in the 2021-22 budget and the use of General Fund reserves in the amount
of $2,340,400. These increases are offset by reductions in General Fund revenues due to the
COVID-19 pandemic and the decline in the economy both locally, Statewide, and nationally.
I.i
General Fund Revenues
ertyTaxes $67,814, 100
42%
Sales Tax
23%
Transfers
<1%
IT Cost
OtherTaxes
Recovery Fee
12%
1%
4<1%
Other Revenue
Licenses & Permits
3%
Interdepartmental
Charges
2%
Fund Balance
Fines &Forfeitures
Use oq1f Money
1y
Chargesfor
3%
and Property
Service
Revenuefrom
8%
other Agencies
2%
3%
General Fund Expenditures
General Fund Expenditures for fiscal year 2021-22 are projected to be $67,814,100. This is an
increase of $1,141,864 entirely due to the increase for Transfers Out of the General Fund to make
debt service payments on the bonds.
9
General Fund Expenditures by Department
$67,814,100
Community Development
Public Services $1,862,900
$5,593,200� � 3%
8%
Transfers Out
Fire - $13,702,200
$17,069,200� 20/
25%
Support Services
$5,576,300
8%
607.
Fiscal Challenges
On January 30, 2020, the World Health Organization declared the novel coronavirus, COVID-19,
outbreak a "public health emergency of international concern." On March 11, 2020, the World
Health Organization elevated the public health emergency to the status of a pandemic. In
California, Governor Gavin Newsom declared a State of Emergency on March 4, 2020. On the
same date, Los Angeles County declared a local emergency and a local health emergency. The
City of West Covina declared a local emergency on March 16, 2020.
On March 19, 2020, Governor Newsom issued Executive Order N-33-20, mandating all
individuals living in the State of California to stay at home or at their place of residence except as
needed to maintain the continuity of operations of the federal critical infrastructure sectors. On the
same date, the Los Angeles County Public Health Officer issued a Safer at Home Order for the
Control of COVID-19, ordering, among other things, the immediate closure of (1) non -essential
retail businesses, (2) indoor malls and shopping centers, including all stores therein regardless
whether they are essential or non -essential businesses, and (3) indoor and outdoor playgrounds for
children, except for those located in childcare centers.
As a result of the State and County stay-at-home orders, the City experienced a decline in economic
activity, which impacted the City's revenues. City staff estimates 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 have continued to decline — in FY 2014-15, the unassigned fund
balance was $20,531,695, in FY 2015-16, the unassigned fund balance was $15,032,389, in FY
2016-17, the unassigned fund balance was $14,119,078, in FY 2017-18, the unassigned fund
balance was $11,979,653, and in FY 2018-19, the unassigned fund balance was $9,884,913.
During FY 2019-20, despite the COVID-19 world-wide pandemic, the unassigned fund balance
increased $2,695,803 to $12,580,716. The projected General Fund unassigned fund balance at June
30, 2021 is projected to be $17,873,663 or 26.8% of operating expenditures. Through sound
financial policies and procedures, the City is managing rising costs and dwindling revenues
efficiently and effectively which 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 and declining revenues due to the closure of City businesses continue to be
of grave concern. Infrastructure needs of the City have been deferred and City buildings are in
disrepair. Labor contracts for eight of nine bargaining groups are expiring in June 2021 and need
to be renegotiated.
Due to the financial condition of the City, which has been exacerbated by the COVID-19
pandemic, on May 19, 2020, the City Council unanimously declared a fiscal emergency. In
declaring the fiscal emergency, the City Council authorized the City Manager to take any and all
actions necessary to address the fiscal emergency, including reviewing and making changes to
service agreements.
The 2021-22 budget is balanced anticipating the use of $2.3 million of General Fund reserves. This
highlights the precarious vulnerability of the City's General Fund finances. The City General Fund
has approximately a 3% structural deficit or revenues are $65.5 million while expenditures are
projected to be $67.8 million. Both revenues and expenditures continue to increase annually;
however, expenditures increase at a faster pace than do 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 Unfunded Accrued
Actuarial Liability (UAAL) is expected to worsen each fiscal year and the severity of the problem
is dependent on Ca1PERS 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.
Three specific challenges affect the City's annual budget:
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, which is at the point of reactive maintenance or replacement. This year's
Capital Improvement Plan (CIP) does not recommend any General Fund support. Funding
sources need to be identified to address these issues.
4. Employee Wages and Benefits — Employees are the City's biggest asset. Due to financial
constraints since the loss of redevelopment in 2012, employee's salaries have fallen behind
the market rate. A classification and compensation plan will be commissioned and will
prospectively address total wages and fringe benefits that support attraction and retention
of talented individuals.
City Council Goals
The budget contains City Council goals for 2021-22 to guide the City. These goals will be
instrumental in guiding the budget process. These goals can be seen throughout the budget
document as follows:
Respond to the global COVID-19 pandemic. Continue to ratify renewal of local emergency proclamation.
Create crucial partnerships to guide the community toward a multifaceted recovery from the disaster,
including restoration of economic stability. Engage in local hazard mitigation planning to reduce the
negative impacts from future disasters on lives, property, and the environment.
Achieve Financial Stability and Sustainability. Implement the State Auditor corrective actions #1-9 as
identified in the approved Financial Recovery Plan. Monitor progress.
Maintain and enhance City Facilities and Infrastructure. Implement the capital projects which are identified
in comprehensive Capital Improvement Plan, which is part of this budget. Pursue State and Federal grants
to local governments.
Enhance the City Image and Effectiveness. Execute appropriate strategies. Develop community education
and outreach initiatives for the redistricting process, as required by the California Voting Rights Act.
Protect Public Health and Safety. Assess risk and determine appropriate levels of service in the context of
community resources. Take a proactive approach to developing strategies for managing everyday
operations, public events, and emergency situations.
Engage in Proactive Economic Development. Look for opportunities to increase sales tax revenue by
working to attract new businesses and create new jobs, while collaborating with local partners to ensure
support for West Covina's existing businesses. As always, the City's focus will remain on proactive
economic development and promoting West Covina's "business -friendly" culture. These efforts are a vital
part of attaining fiscal sustainability.
Services provided by the City
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. The general fund is the major funding
source for all services. Therefore, the budget discussion herein focuses primarily on the General
Fund, as highlighted in the Financial Summaries section following the Budget Message.
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. Some of the progress made in the last year has been eliminated by
the COVID-19 pandemic. The closure of all non -essential businesses in the City has caused the
revenues for Sales Tax, Transient Occupancy Tax, and Business License Tax to substantially
decline. However, as Californians receive vaccinations and restrictions on businesses subside, it
is with conservative optimism that this budget is presented.
Acknowledgement
The preparation of this budget could not have been accomplished without the efficient and
dedicated services of Robbeyn Bird, Finance Director, and the entire staff of the Finance
Department. I would like to express my appreciation to all members of the Department 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,
COT
David N. Carmany
City Manager
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BUDGET GUIDE
PURPOSE OF THE BUDGET DOCUMENT
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 Relationship Between the Operating Budget and Capital Improvement Program
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.
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GUIDE TO THE BUDGET
The City of West Covina's fiscal year begins each July V and concludes on June 30'. 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. 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 and Finance staff follows 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
amend their proposed line -item budgets 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 preliminary operating and capital improvement program (CIP) budget to the City
Council and the 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.
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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Organization of the Budget Document
The Budget document is comprised of the following sections:
City Manager's Budget Message
The City Manager's Budget Message is a transmittal letter addressed to the Mayor, City Council,
and Citizens of West Covina that introduces the FY 2021-22 annual budget. The Budget Message
outlines the organizing principles of the budget and the assumptions on which the budget was
developed. The City Manager's 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.
Budget Summaries
The budget summaries section is the nuts and bolts of the Budget. It provides the following
information: Summary of Changes in Fund Balance, Schedule of Revenues by Fund, Schedule of
Revenue Detail by Fund, Schedule of Expenditures by Fund, Schedule of Expenditures by Fund
and Category, Expenditures by Division and the Summary of Operating Transfers.
Department Narratives
The Department Narratives contain budget information for the basic organizational units of the
City, its departments. 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.
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♦ Organizational Chart — Overview of the department's basic organization and positions.
♦ Expenditures by Funding Source — The table and graph provide information on the funding
sources for the budgeted expenditures.
♦ Expenditures by Category — The table and graph provide information on budgeted
operating expenditures organized by personnel and maintenance and operations.
♦ Goals and Objectives — Departments are comprised of smaller organizational units that
allow the department to attain its mission.
♦ Accomplishments — This section lists a department's achievements over the past fiscal
year.
♦ Expenditure Summary by Division — These tables provide line -item budgetary detail for
the department.
Capital Improvement Program
This section looks at the City's five-year capital improvement program, funding sources, project
descriptions, and the specific projects being funded in the current budget year.
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
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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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 policy 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 -rime (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.
Basis of Accounting and Budgeting
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.
Governmental funds are classified into three broad categories: governmental (general, special
revenue, debt service, and capital improvement projects), proprietary, and fiduciary funds.
Governmental firnds include activities usually associated with typical or local government
operations. Proprietary funds are 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
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charges. Fiduciary funds are utilized in situations where the government is acting in a fiduciary
capacity as a trustee or agent.
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.
Capital improvement Program
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 landed from
restricted funds.
Allocated Costs
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 FUND STRUCTURE
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.
GENERAL FUND TYPE
General Fund (,Fund 110)
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.
SPECIAL REVENUE FUNDS
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.
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.
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Proposition C (Fund 122)
Under Proposition C, the City receives a portion of an additional '/2 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 street
repairs, upgrades of traffic signals, replacement and installation of new traffic signs and street
painting. Programs are administered through the Community Development and Community
Services Departments.
Police Donations (,Fund 127)
This fund accounts for donations received and 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.
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.
Surface Transportation Program (STP) Local (Fund 140)
The Intermodal Surface Transportation Efficiency Act of 1992 (ISTEA) is the Federal Highway
Program. This fund accounts for federal money received for use in improving certain major
streets. 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.
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Waste Manaeement 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.
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.
Beverage Container Recvcline 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:
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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)
Coastal Sa¢e 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
califomica).
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 seven of West Covina's automobile dealers to fund the
construction, maintenance and operation of a reader board adjacent to Interstate 10.
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
These funds come from federal or state grants to provide funding for various public safety
programs.
Bureau of Justice Assistance Grant (Fund 130)
Alcohol Beverage Control (ABC) Grant (Fund 138)
Police Private Grants (Fund 221)
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.
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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.
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 'h 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).
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 '/2 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.
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.
SB 1 — Road Maintenance Rehab (Fund 237)
Senate Bill (SB)1, known as the Road Repair and Accountability Act of2017, 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
SB 1 funding for street improvements such as residential road rehabilitation.
West Covina Housing Authority (Fund 820)
Under ABXl 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
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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.
CAPITAL PROJECT FUNDS
Capital Proiects (Fund 160)
The fund was established by the City Council to serve as the source of capital funding for 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.
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
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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"
Fund 171—
Park District `B"
Fund 172 —
Park District "C"
Fund 173 —
Park District "D"
Fund 174 —
Park District "E"
Fund 175 —
Park District "F"
Fund 176 —
Park District "G"
Fund 177 —
Park District "H"
CIP — Lease Revenue Bond (LRB.) 2020 (179)
This capital improvement project fund was established for one-time monies received as part of the
2020 Lease Revenue Bond financing. In July of 2020, the City issued pension obligation bonds
which included $1 million dollars of bond proceeds that was designated for capital improvements
in Fund 179. This money is intended for replacement of the City's obsolete financial management
software.
DEBT SERVICE FUND
Debt Service (Fund 300)
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.
INTERNAL SERVICE FUNDS
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.
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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.
ENTERPRISE FUND
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.
SUCCESSOR AGENCY
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) by the
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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FINANCIAL POLICIES
Budgetary Control and 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 landing is being accumulated. The
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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 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.
Cash and Investment Policies
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.
Reserve Policy
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
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.
GANN LINIIT
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. For the
fiscal year ending June 30, 2021, the appropriation limit is $203,107,940. The City's tax proceeds
are projected to be less than the established appropriation limit.
26
DEBT SERVICE
The City of West Covina, the Community Development Commission, and the Public
Financing Authority (PFA) have issued debt instruments to finance capital projects and
equipment. The three governmental units, although related, are distinct legal entities. The
debt of the Community Development Commission (the former Redevelopment Agency) has been
assumed by the Successor Agency to the City of West Covina Redevelopment Agency
("Successor Agency").
The City has tax -based revenue from which to repay debt. The Successor Agency receives an
allocation of property taxes from the Redevelopment Property Tax Trust Fund (RPTTF) in an
amount sufficient to meet the annual debt service requirements. The PFA has no ability to
generate revenues, other than through charges for the use of money and property. Debt between
related governments has not been budgeted, as doing so would result in double -counting the debt
and related revenues.
DEBT ISSUED BY THE CITY OF WEST COVINA
Notes Payable:
Successor Agency Note - $11,578,351
On December 4, 2015, the City and Successor Agency entered into a settlement agreement with
the California Department of Finance (DOF) regarding the Other Funds Due Diligence Review.
The agreement requires the City to repay the Successor Agency $11,578,351 for transfers that
did not represent enforceable obligations. The Successor Agency will then remit these funds to
the Los Angeles County Auditor -Controller for allocation to the affected taxing entities. The
amount of the note must be repaid through biannual payments in the amount of $289,459 each on
January 15th and June 15th until the loan is repaid in full on June 15, 2035. There is no interest
charged on this repayment.
Year -ending
June 30
Principal
2022
578,918
2023
578,918
2024
578,918
2025
578,918
2026
578,918
2027-2031
2,894,590
2032-2035
2,315,663
Total
$ 8,104,843
27
DEBT ISSUED BY THE FORMER REDEVELOPMENT AGENCY
Bonds Payable:
1996 Special Tax Refunding Bonds Community Facilities District No. 1989-1 (The Fashion
Plaza Project), Original Issue - $51,220,000 — A Special Tax levy, sales tax increment and
property tax increment revenues secure repayment. The serial bonds matured during the fiscal
year ended June 30, 2007. The term bonds bear interest at a rate from 5.75% to 6.0% payable
semiannually on March 1st and September 1st of each year. Final maturity is in September 2022.
Year -ending
June 30
Principal
Interest
2022
4,055,000
415,950
2023
4,905,000
147,150
Total
$ 8,960,000
$ 563,100
2017 Tax Allocation Revenue Refunding Bonds, Series A (Tax -Exempt) and B (Federally
Taxable), Original Issue - $15,380,000 — This is composed of Series A ($4,725,000) and
Series B ($10,655,000) bonds issued in February 2017, to refinance the 1998 Housing Set -Aside
Tax Allocation Bonds, Series A and B, the 2001 Housing Set -Aside Tax Allocation Revenue
Bonds, the 2002 Tax Allocation Refunding Bonds and the 1999 Taxable Variable Rate Demand
Tax Allocation Bonds. Interest rates range from 2.0% to a maximum of 5.0% over the term of
the Series A bonds and from 1.0% to a maximum of 4.0% over the term of the Series B bonds.
The bonds are payable from and secured by designated property tax revenues (formerly tax
increment revenues).
Year -ending
June 30
Series A
Principal
Series A
Interest
Series B
Principal
Series B
Interest
2022
400,000
74,475
1,215,000
178,531
2023
410,000
56,225
1,015,000
149,388
2024
435,000
37,275
820,000
123,131
2025
450,000
19,575
840,000
97,706
2026-2030
470,000
5,288
2,150,000
230,641
2031-2032
-
-
245,000
8,156
Total
$ 2,165,000
$ 192,838
$ 6,285,000
$ 787,553
Sales and Use Tax Reimbursement Agreement — The former Redevelopment Agency agreed
to reimburse the City for sales tax revenues used to secure CFD bonds. Under the agreement, all
previously foregone sales tax through FY 2005-06 totaling $9.6 million will be repaid starting
FY 2005-06, spread over 20 years at 4% interest. These repayments will be combined with the
annual reimbursement of fixture sales tax amounts. The total annual payments would range from
$1.5 million in 2005-06 to a high of $2.9 million in 2021-22 with final payments totaling $1.2
million in 2024-25. In the event sufficient revenues to make the scheduled payments do not exist,
the amount will carry forward with no default on the agreement. Said agreement may be
r1a
amended so long as owners of obligations payable from the tax increment are not harmed. As a
result of redevelopment dissolution, this agreement has also been deemed invalid by the
Department of Finance (DOF) at this time. Staff continues to research ways to get this
agreement approved by the DOE
29
DEBT ISSUED BY CITY OF WEST COVINA
PUBLIC FINANCING AUTHORITY
Bonds Payable:
Big League Dreams Project, $10,710,000 Lease Revenue Bonds, 2006 Series A, $7,295,000
Lease Revenue Bonds, 2006 Series B (Taxable) - Issued to provide funds for the construction
of the West Covina Big League Dreams Sports Park and adjacent infrastructure improvements.
Series A Bonds are payable from base rental payments from Series A Site (six replica stadiums,
a multi -sport pavilion, restaurants, batting cages, playgrounds and administration and
maintenance facilities). Interest rates range from 4.0% to a maximum of 5.0% over the term of
the bonds. Series B Bonds are payable from rental payments for Series B Site (comprised of the
North Parking Structure located at the West Covina Civic Center Complex). Interest rates range
from 5.39% to 6.07% over the term of the bonds.
Year -ending
June 30
Series A
Principal
Series A
Interest
Series B
Principal
Series B
Interest
2022
345,000
462,250
240,000
342,077
2023
405,000
445,000
255,000
327,557
2024
425,000
424,750
270,000
312,129
2025
445,000
403,500
285,000
295,795
2026
465,000
381,250
305,000
278,552
2027-2031
2,710,000
1,531,500
1,830,000
1,091,083
2032-2036
4,450,000
759,250
2,455,000
464,658
Total
$ 9,245,000
$ 4,407,500
$ 5,640,000
$ 3,111,851
2018 West Covina Public Financing Authority Lease Revenue Refunding Bonds, Series A
and B, Original Issue - $24,165,000 - This was composed of Series A ($19,310,000) and Series
B ($4,855,000) Taxable bonds issued on November 20, 2018. The bonds are payable from lease
payments from the City's General Fund as rental for certain public facilities. Interest rates range
from 2.953% to 5.0% over the term of the bonds. The final maturity date is May 2044.
Year -ending
June 30
Series A
Principal
Series A
Interest
Series B
Principal
Series B
Interest
2022
510,000
830,900
360,000
160,176
2023
535,000
805,400
375,000
146,611
2024
560,000
778,650
390,000
131,919
2025
585,000
750,650
405,000
116,100
2026
620,000
721,400
420,000
99,471
2027-2031
4,055,000
3,113,500
1,875,000
210,380
2032-2036
7,390,000
1,776,200
2037-2041
3,750,000
331,200
2042-2044
360,000
29,200
Total
$ 18,365,000
$ 9,137,100
$ 3,825,000
$864,657
30
2020 West Covina Public Financing Authority Lease Revenue Bonds, Series A, Original
Issue - $204,095,000 — On July 23, 2020, the West Covina Public Financing Authority issued
Series A Lease Revenue Bonds in the amount of $204,095,000 for the purposes of funding a
portion of its Ca1PERS obligation, capital improvements for the City, a reserve for the 2020A
bonds and its cost of issuance. Interest rates range from 1.747% to 3.892% over the term of the
bonds. The final maturity date is August 2045.
Year -ending June
30
Series A
Principal
Series A
Interest
2022
3,645,000
7,049,885
2023
3,925,000
6,981,799
2024
4,210,000
6,904,083
2025
4,525,000
6,813,563
2026
4,560,000
6,711,662
2027-2031
28,370,000
31,451,914
2032-2036
40,055,000
25,987,516
2037-2041
55,805,000
17,115,632
2042-2045
59,000,000
4,765,754
Total
$ 204,095,000
$ 113,781,808
31
RESOLUTION NO.2021-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF WEST COVINA, CALIFORNIA, ADOPTING THE
OPERATING AND CAPITAL IMPROVEMENT
PROGRAM BUDGET FOR THE CITY OF WEST
COVINA, WEST COVINA PUBLIC FINANCING
AUTHORITY, WEST COVINA HOUSING AUTHORITY,
AND THE SUCCESSOR AGENCY TO THE FORMER
WEST COVINA REDEVELOPMENT AGENCY FOR
FISCAL YEAR 2021-22
WHEREAS, the City Manager has presented to the City Council a proposed budget for
Fiscal Year 2021-22 in compliance with Section 2-151(m) of the West Covina Municipal Code;
and
WHEREAS, at its regular meeting on June 1, 2021, the City Council considered the
proposed budget, referred the proposed budget to the Finance and Audit Committee for review
and comments at the Committee's June 3, 2020 meeting, and directed that the proposed budget
be broadly publicly disseminated, including at a Community Budget Workshop on June 9, 2020;
and
WHEREAS, at its regular meeting on June 3, 2020, the Finance and Audit Committee
reviewed the proposed budget; and
WHEREAS, on June 9, 2020, the City held a Community Budget Workshop regarding
the proposed budget; and
WHEREAS, at its regular meeting on June 15, 2021, the City Council further considered
the proposed budget; and
WHEREAS, at a special meeting on June 23, 2020, the City Council further considered
the proposed budget; and
WHEREAS, the City solicited and received input from the public at the June 2, 2020,
June 3, 2020, June 9, 2020, June 16, 2020, and June 23, 2020 meetings; and
WHEREAS, the City Council of the City of West Covina has considered the proposed
budget and input from the public and desires to approve and adopt the Fiscal Year 2021-22 budget
for the City, West Covina Public Financing Authority, Housing Authority, Successor Agency to
the Former West Covina Redevelopment Agency and the Capital Improvement Program.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF WEST COVINA,
CALIFORNIA DOES HEREBY RESOLVE AS FOLLOWS:
Kra
SECTION 1. The Operating and Capital Improvement Program Budget for the City of
West Covina, West Covina Public Financing Authority, and West Covina Housing Authority for
Fiscal Year 2021-22, as prepared and submitted by the City Manager and as modified by the City
Council, is hereby approved, adopted and appropriated ("Fiscal Year 2021-22 Budget"). A copy
of said budget is hereby ordered to be filed in the Office of the City Clerk within thirty (30) days
and shall be certified by the City Clerk as having been adopted by this resolution.
SECTION 2. The budget for the Successor Agency to the Former West Covina
Redevelopment Agency for Fiscal Year 2021-22, as prepared and submitted by the Executive
Director and as modified by the Agency Board Members, is hereby approved, adopted and
appropriated, on the express condition that said budget be published the same as a separate
component of the City of West Covina's budget, and firrther conditioned on the City of West
Covina, its General Fund and all its various other accounting funds are not obligated to finance or
fulfill any Successor Agency obligations. A copy of said budget is hereby ordered to be filed in
the Office of the City Clerk/Secretary within thirty (30) days and shall be certified by the City
Clerk/Secretary as having been adopted by this resolution.
SECTION 3. From the effective date of said budget, appropriations may be reallocated
from one activity account to another within the Operating Budget upon review by the Finance
Department and approval of the City Manager or his/her designee, provided there is no change in
the scope of service delivery level or increase in the appropriation as approved by the City Council.
SECTION 4. As necessary, appropriations may be made for donations and grants
received during the fiscal year up to $30,000 per source or grantor upon review by the Finance
Department and approval of the City Manager or his/her designee. Donations and grant awards
with matching requirements, or exceeding $30,000 from a single source or grantor, require City
Council approval.
SECTION 5. The approved budgets for the Capital Improvement Program remain as
authorized appropriations for the individual capital projects until these capital projects are
completed. Any unexpended authorized appropriations for each capital project is automatically
carried over from fiscal year to fiscal year, until the funds of the individual capital project are
expended or the capital project is canceled. Following the completion of the individual capital
projects, the unexpended appropriations of each completed capital project shall be canceled and
the capital projects funding sources shall be released from their unexpended funding commitment.
SECTION 6. The City Council does hereby authorize and approve the number and
classification of employees in the respective functions, departments and/or activities as set forth
in the Fiscal Year 2021-22 Budget. No increase shall be made in this number of positions without
City Council approval. However, the City Manager is authorized to transfer such positions within
existing position classifications and reorganize departments under the City Manager's authority,
if in the City Manager's judgment such actions will result in a higher degree of efficiency of
overall operations of the City.
SECTION 7. At the close of the 2020-21 Fiscal Year, unexpended appropriations in the
Operating Budget may be carried forward to the 2021-22 Fiscal Year upon review by the Finance
33
Department and approval of the City Manager or his/her designee for the expense of outstanding
purchase commitments and programs.
SECTION 8. The City Clerk shall certify to the adoption of this resolution and shall enter
the same in the book of original resolutions and it shall become effective immediately.
APPROVED AND ADOPTED on this 23rd day of June, 2021.
APPROVED AS TO FORM
Thomas P. Duarte
City Attorney
Letty Lopez-Viado
Mayor
ATTEST
Lisa Sherrick
Assistant City Clerk
I, Lisa Sherrick, ASSISTANT CITY CLERK of the City of West Covina, California, do
hereby certify that the foregoing Resolution No. 2021-XX was duly adopted by the City Council
of the City of West Covina, California, at a special meeting thereof held on the 23rd day of June,
2021, by the following vote of the City Council:
AYES:
NOES:
ABSENT:
ABSTAIN:
Lisa Sherrick
Assistant City Clerk
34
RESOLUTION NO. 2021-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF WEST COVINA, CALIFORNIA, DETERMINING AND
ADOPTING THE ANNUAL APPROPRIATIONS LIMIT FOR
FISCAL YEAR 2021-2022
WHEREAS, pursuant to Article XIII B of the California Constitution and California
Government Code section 7910, the City Council must, by resolution, establish its appropriations
limit and make other necessary determinations for the upcoming fiscal year, which commences
July 1, 2021 and ends June 30, 2022; and
WHEREAS, pursuant to Article XIII B, as amended, and California Government Code
provisions implementing Article XIII B, the total annual appropriations limit must be calculated
by adjusting the prior year's appropriations limit for changes in the cost of living and population
growth; and
WHEREAS, pursuant to Section 8(e) of Article XIII B, to determine the change in the
cost of living, the City may select, by a recorded vote of the City Council, either (a) the percentage
change in California per capita personal income from the preceding year, or (b) the percentage
change in the local assessment roll from the preceding year due to the addition of non-residential
new construction in the City; and
WHEREAS, pursuant to Section 8(f) of Article XIII B and Section 7901(b) of the
California Government Code, the City may, by a recorded vote of the City Council, choose to use
the percentage change in population within the City or within the County of Los Angeles to
determine the change in population; and
WHEREAS, Section 7910 of the California Government Code requires that the City make
the documentation used in the determination of the appropriations limit publicly available at least
fifteen (15) days prior to the meeting; and
WHEREAS, the City Council has elected to utilize the percentage change in California
per capita income from the preceding year of 5.73% to calculate the change in cost of living, and
the population percentage increase for the City of West Covina of -0.58% to calculate the change
in population; and
WHEREAS, such documentation was made available for public inspection at least fifteen
(15) days prior to June 15, 2021.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF WEST COVINA,
CALIFORNIA DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The appropriations limit for the City of West Covina for Fiscal Year 2021-
2022 is established in the amount of $221,236,022.
35
SECTION 2. The City Council, by recorded vote of the City Council in adopting this
Resolution, selects and determines that, for purposes of establishing the appropriations limit for
Fiscal Year 2021-2022, "change in the cost of living" shall be the percentage change in California
per capita income from the preceding year in accordance with Article XIII B, Section 8(e)(1)(A)
of the California Constitution.
SECTION 3. The City Council, by recorded vote of the City Council in adopting this
Resolution, selects and determines that, for purposes of establishing the appropriations limit for
Fiscal Year 2021-2022, "change in population" shall be the population increase for the City of
West Covina in accordance with Section 8(f) of Article XIII B of the California Constitution and
Section 7901(b) of the California Government Code.
SECTION 4. The City Clerk shall certify to the adoption of this resolution and shall enter
the same in the book of original resolutions and it shall become effective immediately.
APPROVED AND ADOPTED this 15th day of June, 2021.
APPROVED AS FORM
Thomas P. Duarte
City Attorney
Letty Lopez-Viado
Mayor
ATTEST
Lisa Sherrick
Assistant City Clerk
36
I, LISA SHERRICK, ASSISTANT CITY CLERK of the City of West Covina, California,
do hereby certify that the foregoing Resolution No. 2021-XX was duly adopted by the City Council
of the City of West Covina, California, at a regular meeting thereof held on the 15th day of June,
2021, by the following vote of the City Council:
AYES:
NOES:
ABSENT:
ABSTAIN:
Lisa Sherrick
Assistant City Clerk
37
Article XIII B of the State Constitution, commonly referred to as the "Gann Limit", was adopted when California's
voters approved Proposition 4 in November 1979. The limit has been modified by two subsequent initiatives --
Proposition 98 in 1988 and Proposition 111 in 1990--but its basic framework remains in place today.
Article XIII B places an annual limit on the appropriation of tax proceeds that can be made by the state, school
districts and local governments in California. These limits are based on the amount of appropriations in the 1978-79
"base" year, as adjusted each year for population growth and cost -of -living factors. State and local governments are
precluded from retaining any "excess revenues" above the limit. Article XIII B also requires the state to reimburse
local governments for the cost of certain state mandates. The limit is different for every agency and changes each
year.
For Fiscal Year 2021-22, the estimated tax proceeds appropriated by the West Covina City Council are under the
limit. The Appropriations Limit for Fiscal Year 2021-22 is $221,236,022. This amount is the maximum amount of tax
proceeds the City is able to appropriate and spend in Fiscal Year 2021-22. The appropriations subject to the limit are
$48,380,000 leaving the City with an appropriations capacity under the limit of $172,856,022.
Part I - Calculation of Appropriations Limit
Appropriations Limit - Fiscal Year 2020-21:
Change in Per Capita Personal Income (5.73)
Change in City Population (-0.58%):
Calculation of Growth Factor (1.0573 x 0.9942)
Appropriations Limit - Fiscal Year 2021-22:
Part II - Appropriations Subject to the Limit
Proceeds from Taxes
Less: Debt Service Payments
Total Appropriations Subject to the Limit
Part III - Calculation of Appropriations Over/Under the Limit
Appropriations Limit - Fiscal Year 2021-22:
Less: Appropriations Subject to Limitation
Total Appropriations Under the Limit
$ 210,460,447
1.0573 (a)
0.9942 lal
1.0512
$ 221,236,022
$ 48,380,000
$ 48,380,000
$ 221,236,022
(48,380,000)
$ 172,856,022
(a) Source: State of California, Department of Finance, Price and Population Information, May 2019
Kf:3
CITYCLERK CITY COUNCIL ■ CITY TREASURER
(ELECTED) (ELECTED) (ELECTED)
CITYATTORNEY
CITY CLERK'S
OFFICE
CITYMANAGER
ASSISTANT CITY
MANAGER
COMMUNITY I PUBLIC
DEVELOPMENT SERVICES
HUMAN
RESOURCES/RISK
MANAGEMENT
FIRE ■ POLICE ■ FINANCE
CITY COUNCIL GOALS
City Council Goals
Respond to the global COVID-19 pandemic. Continue to ratify renewal of local emergency
proclamation. Create crucial partnerships to guide the community toward a multifaceted recovery from
the disaster, including restoration of economic stability. Engage in local hazard mitigation planning to
reduce the negative impacts from future disasters on lives, property, and the environment.
Achieve Financial Stability and Sustainability. Implement the State Auditor corrective actions #1-9 as
identified in the approved Financial Recovery Plan. Monitor progress.
Maintain and enhance City Facilities and Infrastructure. Implement the capital projects which are
identified in comprehensive Capital Improvement Plan, which is part of this budget. Pursue State and
Federal grants to local governments.
Enhance the City Image and Effectiveness. Execute appropriate strategies. Develop community
education and outreach initiatives for the redistricting process, as required by the California Voting
Rights Act.
Protect Public Health and Safety. Assess risk and determine appropriate levels of service in the context
of community resources. Take a proactive approach to developing strategies for managing everyday
operations, public events, and emergency situations.
Engage in Proactive Economic Development. Look for opportunities to increase sales tax revenue by
working to attract new businesses and create new jobs, while collaborating with local partners to ensure
support for West Covina's existing businesses. As always, the City's focus will remain on proactive
economic development and promoting West Covina's "business -friendly" culture. These efforts are a
vital part of attaining fiscal sustainability.
40
HISTORY OF WEST COVINA
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. The 2010 United States
Census reported a population of 106,098.
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.
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
needs. In 1991 the mall was renovated adding a food court and additional 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.
41
City of West Covina
Top 25 Sales Tax Producers
Business Name
Business Category
76
Service Stations
Ashley Furniture
Home Furnishings
Audi West Covina
New Motor Vehicle Dealers
Azusa Arco
Service Stations
Best Buy
Electronics/Appliance Stores
Crestview Cadillac
New Motor Vehicle Dealers
Daimler Trust
Auto Leasing
Envision Toyota of West Covina
New Motor Vehicle Dealers
Ford of West Covina
New Motor Vehicle Dealers
Home Depot
Lumber/Building Materials
JC Penney
Department Stores
LA Auto Exchange
Used Automotive Dealers
Macys
Department Stores
Mercedes Benz of West Covina
New Motor Vehicle Dealers
Norm Reeves Honda
New Motor Vehicle Dealers
Porto's Bakery
Restaurants & Hotels
Reynolds Buick
New Motor Vehicle Dealers
Ross
Family Apparel
Stater Bros
Grocery Stores
Target
Discount Dept Stores
Tow Industries
Autos & Transportation
Triples Chevron
Service Stations
Walmart Supercenter
Discount Dept Stores
West Covina Chrysler Jeep Dodge Ram
New Motor Vehicle Dealers
West Covina Nissan
New Motor Vehicle Dealers
42
City of West Covina
Principal Property Tax Payers
For Fiscal Year Ending June 30, 2020
Percent of
Taxable
Total Taxable
Assessed
Assessed
Taxpayer
Value
Rank
Value
Plaza West Covina LLC
$276,110,914
1
2.21 %
Eastland Shopping Center LLC
180,509,731
2
1.45%
Colony At The Lakes
176,262,499
3
1.41 %
624 South Glendora Avenue Owner LLC
73,950,991
4
0.59%
Deutsche Mellon National Asset LLC
68,285,940
5
0.55%
WC MB RE LLC
62,897,717
6
0.50%
Walnut Ridge Apartments LP
60,621,979
7
0.49%
TPA Nasch LLC
58,034,550
8
0.47%
MillBrook Park Apartments
45,753,701
9
0.37%
Francisquito Avenue Fee Owner LLC
44,733,422
10
0.36%
Totals
$ 1,047,161,444
8.40%
43
General Fund
✓ ✓
✓ ✓ ✓
State Asset Forfeitures
✓
Federal Assest Forfeitures
✓
Air Quality Improvement Trust
Proposition "A"
✓
Proposition "C"
✓
State Gas Tax
✓
✓
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
✓
Community Oriented Policing Services (COPS)
✓
Beverage Container Recycling Grant
Summer Meals Program
Maintenance District #1
✓
Maintenance District #2
✓
Coastal Sage Scrub Community Facilities District
✓
Maintenance District #4
✓
Maintenance District #6
✓
Maintenance District #7
✓
Citywide Maintenance District
✓
Sewer Maintenance
✓ ✓
Auto Plaza Improvement District
✓
Charter PEG
✓
Art In Public Places
✓
WC Community Services Foundation
✓ ✓
Police Private Grants
✓
Measure R
✓
Taskforce for Regional Autotheft Prevention Grant
✓
City Law Enforcement Grant
✓
Measure M
✓
Measure A _
✓
West Covina Housing Authority
✓
✓
Capital Projects
✓
✓ ✓ ✓
Construction Tax
✓
Information Technology
✓
Parks
✓
Police Impact Fees
✓
Fire Impact Fees
✓
Park Impact Fees
✓
City Administrative Impact Fees
✓
Public Works Impact Fees
✓
Park Acquisition
✓
Park Dedication Fees "A"
✓
Park Dedication Fees "B"
✓
Park Dedication Fees "C"
✓
Park Dedication Fees "D"
✓
Park Dedication Fees "E"
✓
Park Dedication Fees "F"
✓
44
Park Dedication Fees 'G"
Park Dedication Fees 'H"
Debt Service - City
General and Auto Liability
Workers' Compensation
Fleet Management
Vehicle Replacement
Retirement Health Savings Plan
Police Computer Service Group ✓
Redevelopment Obligation Retirement ✓
Successor Agency Administration -
Community Facilities District Debt Service ✓
ei7
Page Intentionally Left Blank
46
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
AUDITED 2020-2021 2020.2021 CHANGE IN 20204021 2020.2021 2020-2021 PROJECTED
FUND BALANCE OPERATING OPERATING OPERATING NON -OPERATING NON -OPERATING FUND BALANCE FUND BALANCE
7/112020 REVENUE EXPENDITURES FUND BALANCE REVENUE EXPENDITURES SURPLUS/(DEFICIT) 6/3012021
110
GENERALFUND'
$
19,675,324 $
64,709,884 $
243,405,440 $
(178,695,556) $
185,868,052 $
5,460,521 $
1,711,975 $
21,387,299
116
STATE ASSET FORFEITURES
$
178,821 $
265 $
- $
265 $
- $
- $
265 $
179,086
117
DRUG ENFORCEMENT REBATE
6,540,763
426,101
5,194,671
(4,768,570)
-
-
(4,768,570)
1,T2,193
119
AIR QUALITY IMPROVEMENT TRUST
316,311
140,000
10,880
129,120
-
40,000
89,120
405,431
120
INTEGRATED WASTE MANAGEMENT
(11,073)
-
-
-
-
-
-
(11,O73)
121
PROPOSITION'A"
(36,739)
2,304,000
1,838,700
465,300
-
-
465,300
428,561
122
PROPOSITION'C"
1.574,390
1,764,267
1,2W,581
533,686
-
-
533,686
2.108,O76
124
STATE GAS TAX
4,720,311
2,494,482
2,153,971
340,511
-
177,400
163,111
4,883,422
127
POLICE DONATIONS
36,345
1,204
9,974
(8,770)
-
-
gm)
27,575
128
TRANSPORTATION DEVELOPMENT ACT
(60,457)
-
-
-
-
-
-
(60,457)
129
ASSEMBLY BILL 939
708,399
172,200
T1,064
95,136
-
-
95,136
803,535
130
BUREAU OF JUSTICE ASSISTANCE GRANT
-
17,856
17,856
-
-
-
-
-
131
COMMUNITY DEVELOPMENT BLOCK GRANT
(70,278)
W0,139
241,700
258,439
-
317,200
(58,761)
(129,039)
133
STAFFING FOR ADEQUATE FIRE B EMERGENCY RESPONSE
10
-
-
-
-
-
-
10
140
SURFACE TRANSPORTATION PROGRAM LOCAL
(23,226)
17,600
-
17,600
-
17,600
-
(23,226)
143
LA COUNTY PARK BOND
(214,711)
62,563
32,563
30,000
-
30,000
-
(214,711)
145
WASTE MGT ENFORCEMENT -GRANT
10,083
50,653
50,732
(179)
-
-
(179)
9,904
146
SENIOR MEALS PROGRAM
72,524
622,150
441,425
180,725
-
-
180,725
253,249
149
USED OIL BLOCK GRANT
3%676
29,000
WS80
(1,680)
-
-
(1,680)
36,996
150
INMATE WELFARE
8,483
1,500
1,500
-
-
-
-
8,483
153
PUBLIC SAFETY AUGMENTATION
529,255
809,258
911,291
(102,033)
-
-
(102,033)
427,222
156
COMMUNITY ORIENTED POLICING SERVICES(COPS)
436,736
206,600
192,420
14,180
-
-
14,180
450,916
156
USDOJ COVID
(141)
-
40,255
(40.255)
-
-
(40.255)
(40,396)
158
BEVERAGE CONTAINER RECYCLING GRANT
125,233
28,000
38,279
(10,279)
-
-
(10,279)
114,954
159
SUMMER MEALS PROGRAM
(5,737)
-
-
-
-
-
-
(5,737)
181
MAINTENANCE DISTRICT#1
2,617,167
637,611
319,158
318,453
-
-
318,453
2,935,620
182
MAINTENANCE DISTRICT#2
652,325
254,000
166,587
87,413
-
9,000
78,413
730,738
183
COASTAL SAGE SCRUB COMMUNITY FACILITIES DISTRICT
362,666
108,790
61,159
47,631
-
-
47.631
410,297
184
MAINTENANCE DISTRICT#4
2,206,788
1,199,574
1,192,035
7,539
9,000
-
16,539
2,223,327
186
MAINTENANCE DISTRICT#6
237,575
184,140
166,296
17,844
-
-
17,844
255,419
187
MAINTENANCE DISTRICT#T
322,496
205,782
154,312
51,470
-
-
51,470
373,966
188
CITYWIDE MAINTENANCE DISTRICT
1,394,574
2,054,426
1,591,698
462,728
-
-
462,728
1,857,302
189
SEWER MAINTENANCE
6,558,767
3,230,000
1,258,790
1,971,210
-
2,223,200
(251,990)
6,306,777
190
AUTO PLAZA IMPROVEMENT DISTRICT
160,020
116,168
46,620
69,548
-
-
69,548
229,568
197
MEASURE W STORMWATER
-
-
-
-
-
-
-
-
205
CHARTER PEG
107,849
-
-
-
-
98,150
(98,150)
9,699
207
OFFICE OF TRAFFIC SAFETY GRANTS
(8,929)
57,000
42,666
14,335
-
-
14,335
5,406
212
ART IN PUBLIC PLACES
29Q815
_
_
_
_
_
-
29Q815
218
HOMELAND SECURITY GRANT
-
70,199
70,199
-
-
-
-
-
220
WC COMMUNITY SERVICES FOUNDATION
281,826
-
43,812
(43,812)
-
-
(43,812)
23$013
221
POLICE PRIVATE GRANTS
22
-
-
-
-
-
-
22
224
MEASURER
2,908,005
1,341,141
905,594
435,54T
-
3,200
432,347
3,340,352
226
CDBG-R
(199,160)
187,500
317,000
(129,500)
-
-
(129,500)
(328,660)
231
ADVANCED TRAFFIC MGMT SYSTEM
(3,986)
-
-
-
-
-
-
(3,986)
233
TASKFORCE FOR REGIONAL AUTHOTHEFT PREVENTION GRANT
(285,3TT)
391,032
181,012
210,020
-
-
210,020
(T5,357)
234
CITY LAW ENFORCEMENT GRANT
CM,295)
-
68,578
(68,578)
-
-
(68,578)
(88,873)
235
MEASURE
2,580,330
1,528,000
T1,318
1,450,682
-
72,900
1,377,782
3.958,112
236
MEASUREA
-
340,000
-
340,000
-
340,000
-
-
23T
SENATE BILL 1 -ROAD MAINTENANCE REHABILITATION
-
1,929,436
-
1,929,436
567,200
1,500,000
996,636
996,636
238
LAW ENFORCEMENT TOBACCO GRANT
(30,207)
38,290
-
38,290
-
-
38,290
8,083
820
SUCCESSOR HOUSING AGENCY -WCHA
24,491,816
40,600
920,038
(879,438)
(879,438)
23,612,378
TOTAL SPECIAL REVENUE FUNDS
$
59,W5,063 $
23,681,427 $
20,097,414 $
3,464,013 $
676,200 $
4,828,650 $
(788,437) $
58,716,626
9!4
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
AUDITED 2020-2021 2020.2021 CHANGE IN 2020-2021 2020.2021 2020-2021 PROJECTED
FUND BALANCE OPERATING OPERATING OPERATING NON -OPERATING NON -OPERATING FUND BALANCE FUND BALANCE
7/112020 REVENUE EXPENDITURES FUND BALANCE REVENUE EXPENDITURES SURPLUS/(DEFICIT) 6130=21
160 CAPITAL PROJECTS
$
179,510 $
- $
-
$ -
$ 4,893,321
$ 1,394,810
$ 3,498,511 $
3,678,021
161 CONSTRUCTION TAX
218,538
-
20,000
(20.000)
-
-
(20.000)
198,538
162 INFORMATION TECHNOLOGY
158,807
30,000
-
30,000
30,000
-
158,807
164 POLICE IMPACT FEES
116,475
-
-
-
-
-
-
116,475
165 FIRE IMPACT FEES
91,336
-
-
-
-
-
-
91,335
166 PARK IMPACT FEES
263,182
-
-
-
-
-
-
263,182
167 CITYADMINISTRAIrIVE IMPACT FEES
19,501
-
-
-
-
-
-
19,601
168 PUBLIC WORKS IMPACT FEES
8,716
-
-
-
-
-
-
8,716
169 PARKACQUISITION
(109,605)
3.912,000
-
3,912,000
-
3,912,000
3,802,395
172 PARK DEDICATION FEES'C"
481,837
190,000
-
190,000
-
-
190,000
671,837
173 PARK DEDICATION FEES'D"
29,175
-
-
-
-
-
-
29,175
174 PARK DEDICATION FEES'E"
20,190
22,020
-
22,020
-
-
22,020
42,210
175 PARK DEDICATION FEES'F"
309,153
914
-
914
-
-
914
310,067
177 PARK DEDICATION FEES'H"
_
_
_
_
_
_
_
179 CIP- LEASE REVENUE BONDS 2020
11,000,000
11,000,000
11,000,000
TOTAL CAPITAL PROJECT FUNDS
$
1,786,814 $
4,154,934 $
20,000
$ 4,134,934
$ 15,893,321
$ 1,424,810
$ 18,601 $
20,390,259
300 DEBT SERVICE - CITY
$
4,055,989 $
204,154000 $
8,431,705
$ 195718,295
$ 7,343,332
$ 186,581
$ 16,479,387 $
20,535,376
TOTAL DEBT SERVICE FUND
$
4,055,989 $
204,150,000 $
8,431,705
$ 195,718,295
$ 7,343,332
$ 186,582,240
$ 16,479,387 $
20,535,376
360 SELF INSURANCE -UNINSURED LOSS
$
100 $
- $
-
$ -
$ -
$ -
$ - $
100
361 GENERAL AND AUTO LIABILITY
(3,692,385)
2.251,500
1,753,042
498,468
-
-
498,458
(3,193,927)
363 WORKERS' COMPENSATION
1,539,637
1,850,160
1,480,791
369,369
-
-
369,369
1,909,006
365 FLEET MANAGEMENT
770,166
-
-
-
-
-
-
T0,166
367 VEHICLE REPLACEMENT
672,915
-
40,000
(40,000)
40,000
-
-
672,915
368 RETIREMENT HEALTH SAVINGS PLAN
368,073
400
50,000
(49.600)
(49,600)
318,473
TOTAL INTERNAL SERVICE FUNDS
$
(341,494) $
4,102,060 $
3,323,833
$ 778,227
It 40,000
$ -
$ 818,227 $
476,733
375 POLICE COMPUTER SERVICE GROUP
$
(244,119) $
745,555 $
ns,991
$ (30,438)
$ -
$ -
$ (30.436) $
(274,555)
TOTAL ENTERPRISE FUND
$
(244,119) $
745,555 $
n5,991
$ (30,436)
$ -
$ -
$ (30,436) $
(274,555)
810 REDEVELOPMENT OBLIGATION RETIREMENT
$
10,441,782 $
9.992,014 $
7.199,971
$ 2,792,043
$ 2,975,538
$ (183,495) $
10.258,287
815 SUCCESSOR AGENCYADMINISTRATION
(692,809)
250,000
120,308
129,692
-
106,302
23,390
(669,419)
853 COMMUNITY FACILITIES DISTRICT DEBT SERVICE
9,872,965
3,848,000
4,045,579
(197,579)
(197,579)
9,675,386
TOTAL PRIVATE PURPOSE TRUST FUNDS"
$
19,621,938 $
14,090,014 $
11,365,858
$ 2,724,156
$ -
$ 3,081,840
S (357,684) $
19,264,254
*Traffic Safety, Fee & Charge, Fire Training and Integrated Waste Management Funds ware all determined not to be special revenue funds, so the activity was combined with the General Fund.
-Long-term debt and fixed assets have been removed to more accurately reflect operating costs.
48
ESTIMATED 2021-2022 M21.2022 CHANGE IN 2021-2022 2021.2022 2021-2022 PROJECTED
FUND BALANCE OPERATING OPERATING OPERATING NON -OPERATING NON -OPERATING FUND BALANCE FUND BALANCE
7H/2021 REVENUE EXPENDITURES FUND BALANCE REVENUE EXPENDITURES SURPLUS I(DEFICIT) 6130/2022
110
GENERALFUND'
$
21,387,299 $
67,603,000 $
67,166,900 $
516,100 $
131,100 $
647,200 $
- $
21,387,299
116
STATE ASSET FORFEITURES
$
179,086 $
- $
- $
- $
- $
- $
- $
179,086
117
DRUG ENFORCEMENT REBATE
1,772,193
-
2,995,000
(2,995,000)
-
-
(2,995,000)
(1,222,807)
119
AIR QUALITY IMPROVEMENT TRUST
405,431
40,000
12,100
27,900
-
-
27,900
433,331
120
INTEGRATED WASTE MANAGEMENT
(11.073)
-
-
-
-
-
-
(11,073)
121
PROPOSITION'A"
428,561
2,246,600
2,045,900
200,700
-
-
200,700
629,261
122
PROPOSITION'C"
2,108,076
1,902,600
1,943,600
(41,000)
-
-
(41.000)
2,067,076
124
STATE GAS TAX
4,883.422
2,745,100
2,239,000
506,100
-
430.000
76,100
4,959,522
127
POLICE DONATIONS
27,575
1,200
9,400
(8,200)
-
-
(8,200)
19,375
128
TRANSPORTATION DEVELOPMENT ACT
(60,457)
T,600
-
77,600
-
70,000
7.600
(52,857)
129
ASSEMBLY BILL 939
803.535
172,200
172,900
(700)
-
-
(700)
802,835
130
BUREAU OF JUSTICE ASSISTANCE GRANT
-
-
-
-
-
-
-
-
131
COMMUNITY DEVELOPMENT BLOCK GRANT
(129,039)
2,392,600
692,600
1,700,000
-
1,700.000
-
(129,039)
133
STAFFING FOR ADEQUATE FIRE B EMERGENCY RESPONSE
10
-
-
-
-
-
-
10
138
ALCOHOLIC BEVERAGE CONTROL GRANT
-
-
-
-
-
-
-
-
140
SURFACE TRANSPORTATION PROGRAM LOCAL
(23,226)
2,479,200
-
2,479,200
-
2,479.200
-
(23,226)
143
LACOUNTYPARKBOND
(214,711)
585,800
35,800
550,000
-
550,000
-
(214,711)
145
WASTE MGT ENFORCEMENT -GRANT
9,904
15,700
%700
(35,000)
-
-
(35,000)
(25,096)
146
SENIOR MEALS PROGRAM
253,249
196,300
295,500
(99,200)
-
-
(99.200)
154,049
149
USED OIL BLOCK GRANT
36,995
29,000
29,000
-
-
-
-
36,995
150
INMATE WELFARE
8,483
1,500
1,500
-
-
-
-
8,483
153
PUBLIC SAFETYAUGMENTATION
427,222
825,800
810,000
15,800
-
-
15,800
443,022
155
COMMUNITY ORIENTED POLICING SERVICES(COPS)
450.916
206,600
192,400
14,200
-
-
14,200
465,116
156
USDOJ COVID
(40,396)
-
-
-
-
-
-
(40,396)
158
BEVERAGE CONTAINER RECYCLING GRANT
114,954
28,000
28,000
-
-
-
-
114,964
159
SUMMER MEALS PROGRAM
(5,737)
-
-
-
-
-
-
(5,737)
181
MAINTENANCE DISTRICT#1
2,935,620
65Q100
344,600
305,500
-
-
305,500
3,241,120
182
MAINTENANCE DISTRICT#2
730,738
255,000
185,000
70,000
-
9,000
61,000
791,738
183
COASTAL SAGE SCRUB COMMUNITY FACILITIES DISTRICT
410,297
111,100
75,100
36,000
-
-
36,000
446,297
184
MAINTENANCE DISTRICT#4
2,223,327
1,200,200
1,247,800
(47,600)
9,000
-
(38,600)
2,184,727
186
MAINTENANCE DISTRICT
265,419
184,500
178,900
5,600
-
-
5,600
261,019
187
MAINTENANCE DISTRICT#T
373,966
206,100
173,900
32,200
-
-
32,200
406,166
188
CITYWIDE MAINTENANCE DISTRICT
1,857,302
2,055,100
1,893,700
161,400
-
500,000
(338,600)
1,518,702
189
SEWER MAINTENANCE
6,306,777
3,230,000
1.339,400
1,890,600
-
2,492.600
(602.000)
5,704,777
190
AUTO PLAZA IMPROVEMENT DISTRICT
229.568
116,700
65,000
51,700
-
-
51,700
281,268
197
MEASURE W STORMWATER
-
1,370,000
290,200
1,079,800
-
920,000
159,800
159,800
206
CHARTER PEG
9,699
-
-
-
-
-
-
9,699
207
OFFICE OF TRAFFIC SAFETY GRANTS
5,406
46,000
36,000
10,000
-
-
10,000
15,406
210
LA COUNTY GRANT -1ST DISTRICT
-
-
-
-
-
-
-
-
212
ART IN PUBLIC PLACES
2%,815
-
-
-
-
-
-
2%,815
220
WC COMMUNITY SERVICES FOUNDATION
238.013
-
-
-
-
-
-
238,013
221
POLICE PRIVATE GRANTS
22
-
-
-
-
-
-
22
224
MEASURER
3,340,352
1,341,700
981,800
359,900
-
1,141.200
(781,300)
2,559,052
225
CDBG-R
(328,660)
-
156,300
(156,300)
-
-
(156,300)
(484,960)
231
ADVANCED TRAFFIC MGMT SYSTEM
(3,986)
-
-
-
-
-
-
(3,986)
233
TASKFORCE FOR REGIONAL AUTHOTHEFT PREVENTION GRANT
(75.357)
176,800
176,800
-
-
-
-
(75,357)
234
CITY LAW ENFORCEMENT GRANT
(88,873)
-
-
-
-
-
-
(88,873)
235
MEASURE
3,958,112
1,522,200
70,000
1,452,200
-
606,000
846,200
4,804,312
236
MEASUREA
-
400,000
-
400,000
-
400,000
-
-
237
SENATE BILL 1 -ROAD MAINTENANCE REHABILITATION
996.636
2,113,100
-
2,113,100
567,200
1,500,000
1,180,300
2.176,936
238
LAW ENFORCEMENT TOBACCO GRANT
8,083
-
-
-
-
-
-
8,083
B20
SUCCESSOR HOUSING AGENCY -WCHA
23,612,378
42,000
1,168,000
(1,126,000)
(1,126.000)
22,486,378
TOTAL SPECIAL REVENUE FUNDS
$
58,716,626 $
28,966,400 $
19,935,900 $
91030,500 $
576,200 $
12,798,000 $
(3,191,300) $
55,525,326
49
ESTIMATED 2021-2022 M21.2022 CHANGE IN 2021-2022 2021.2022 2021-2022 PROJECTED
FUND BALANCE OPERATING OPERATING OPERATING NON -OPERATING NON -OPERATING FUND BALANCE FUND BALANCE
711/2021 REVENUE EXPENDITURES FUND BALANCE REVENUE EXPENDITURES SURPLUS I IDEFICIT) 613012022
160 CAPITAL PROJECTS
$
3,678,021
$ -
$ -
$ -
$ -
$ 3,678,100
$ (3,678,100) $
(79)
161 CONSTRUCTION TAX
198,538
71,000
20,000
51.000
-
-
51,000
249,538
162 INFORMATION TECHNOLOGY
158,807
280,000
-
280,000
-
280,000
-
158,807
164 POLICE IMPACT FEES
116,475
-
-
-
-
-
-
116,475
165 FIRE IMPACT FEES
91,335
-
-
-
-
-
-
91,335
166 PARK IMPACT FEES
263,182
-
-
-
-
-
-
263,182
167 CITYADMINISTRATIVE IMPACT FEES
19,501
-
-
-
-
-
-
19,601
168 PUBLIC WORKS IMPACT FEES
8,716
-
-
-
-
-
-
8,716
169 PARKACQUISITION
3,802,395
12,000
-
12,000
-
200,000
(188,000)
3,614,395
172 PARK DEDICATION FEES'C"
671,837
200,000
-
200,000
-
400,000
(200.000)
471,837
173 PARK DEDICATION FEES'D"
29,175
-
-
-
-
-
-
29,175
174 PARK DEDICATION FEES'E"
42.210
22,000
-
22,000
-
61,100
(39,100)
3,110
175 PARK DEDICATION FEES'F"
310,067
900
-
900
-
-
No
310,967
179 CIP- LEASE REVENUE BONDS 2020
11,000,000
10.000,000
21,000,000
(11.000,000)
TOTAL CAPITAL PROJECT FUNDS
$
9,390,259
$ 5051900
$ 20,000
$ 565,900
$ -
$ 4,619,200
$ (4,053,300) $
5,336,959
300 DEBT SERVICE - CITY
$
20.535,376
$ 55,000
$ 14,524,300
$ (14,469,300)
$ 14,524,400
$ -
$ 55,100 $
20,590,476
TOTAL DEBT SERVICE FUND
$
20,535,376
$ 55,000
$ 14,524,300
$ (14,469,300)
$ 14,524,400
$ -
$ 55,100 $
20,590A76
360 SELF INSURANCE -UNINSURED LOSS
$
100
$ -
$ -
$ -
$ -
$ -
$ - $
100
361 GENERAL AND AUTO LIABILITY
(3,193,927)
2,276,500
1,794,500
482,000
-
-
482,000
(2,711,927)
363 WORKERS' COMPENSATION
1,909,006
1,753,000
1.328,000
425,000
-
-
425.000
2,334,006
365 FLEET MANAGEMENT
770.166
1.403,400
1,403,400
-
-
-
-
no,166
367 VEHICLE REPLACEMENT
672,915
80,000
-
80,000
200,000
280,000
-
672,915
368 RETIREMENT HEALTH SAVINGS PLAN
318,473
400
100,000
(99,600)
(99,600)
218,873
TOTAL INTERNAL SERVICE FUNDS
$
476,633
$ 5,513,300
it 4,625,900
$ 667,400
$ 200,000
$ 280,000
$ 807,400 $
1,284,033
375 POLICE COMPUTER SERVICE GROUP
$
(274,555)
$ 416,400
$ 191,700
$ 224,700
$ -
$ -
$ 224,700 $
(49,856)
TOTAL ENTERPRISE FUND
$
(274,555)
$ 416,400
$ 191,700
6 22A,700
$ -
6 -
$ 224,700 $
(49,855)
810 REDEVELOPMENTOBLIGATION RETIREMENT
$
10,268,287
$ 12,745,800
$ 5,646,300
$ 7,099,500
$ -
$ 3,136,000
$ 3,963,500 $
14,221,787
815 SUCCESSOR AGENCYADMINISTRATION
(669,419)
-
118,900
(118,900)
-
131,100
(250,000)
(919,419)
853 COMMUNITY FACILITIES DISTRICT DEBT SERVICE
9,675,386
4,316,000
4793,700
(477,700)
(477700)
9,197,686
TOTAL PRIVATE PURPOSE TRUST FUNDS-
$
19,264,254
$ 17,061,800
$ 10,551,900
$ 6,502,900
$ -
$ 3,267,100
$ 3,235,800 $
22,500,054
-Traffic Safety, Fee & Charge, Fire Training and Integrated Waste Management Funds ware all determined not to be special revenue funds, so the activity was combined with the General Fund.
"Long-term debt and fixed assets have been removed to more accurately reflect operating costs.
6%
2018-19
2019-20
2019-20
2020-21
2021-2022
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
REVENUE
REVENUE
BUDGET
BUDGET
BUDGET
110
GENERAL FUND'
$ 65,557,871
$
70,934,923
$ 65,348,773
$
66,672,236
$ 67,814,100
116
STATE ASSET FORFEITURES
$ 1,686
$
2,217
$ -
$
-
$ -
117
DRUG ENFORCEMENT REBATE
1,865,637
5,278,702
-
-
-
119
AIR QUALITY IMPROVEMENT TRUST
140,400
658,993
803,599
354,200
40,000
121
PROPOSITION "A"
2,269,787
2,102,971
2,298,485
2,384,800
2,246,600
122
PROPOSITION "C"
1,811,276
1,767,779
1,820,268
1,902,586
1,902,600
124
STATE GAS TAX
4,194,274
5,206,675
4,600,209
2,699,744
2,745,100
127
POLICE DONATIONS
1,795
11,864
-
-
1,200
128
TRANSPORTATION DEVELOPMENT ACT
140,925
994
70,000
82,000
77,600
129
ASSEMBLY BILL 939
232,574
264,018
170,000
172,760
172,200
130
BUREAU OF JUSTICE ASSISTANCE GRANT
18,377
37,574
-
-
-
131
COMMUNITY DEVELOPMENT BLOCK GRANT
780,881
385,647
1,326,118
847,054
2,392,600
140
SURFACE TRANSPORTATION PROGRAM LOCAL
826,698
53,353
1,895,000
875,000
2,479,200
143
LA COUNTY PARK BOND
23,980
31,227
45,074
632,154
585,800
145
WASTE MGT ENFORCEMENT -GRANT
15,872
15,993
15,733
15,732
15,700
146
SENIOR MEALS PROGRAM
195,612
338,288
214,218
208,174
196,300
149
USED OIL BLOCK GRANT
57,265
29,089
29,000
29,000
29,000
150
INMATE WELFARE
1,591
1,945
1,000
1,000
1,500
153
PUBLIC SAFETY AUGMENTATION
795,687
7-78,367
786,000
823,667
825,800
155
COMMUNITY ORIENTED POLICING SERVICES (COPS)
299,520
211,261
170,000
163,000
206,600
156
USDOJ COVID
-
2,200
-
-
-
158
BEVERAGE CONTAINER RECYCLING GRANT
96,590
71,482
28,000
28,000
28,000
159
SUMMER MEALS PROGRAM
3,171
-
-
-
-
181
MAINTENANCE DISTRICT#1
586,461
627,627
473,000
518,809
650,100
182
MAINTENANCE DISTRICT#2
177,152
208,191
149,000
150,981
255,000
183
COASTAL SAGE SCRUB COMMUNITY FACILITIES DISTRICT
110,713
111,995
111,600
112,731
111,100
184
MAINTENANCE DISTRICT#4
1,072,891
1,064,202
1,056,950
1,066,060
1,209,200
186
MAINTENANCE DISTRICT#6
156,924
156,574
155,200
157,329
184,500
187
MAINTENANCE DISTRICT#7
175,951
177,091
172,821
173,749
206,100
188
CITYWIDE MAINTENANCE DISTRICT
1,648,814
1,663,124
1,694,000
1,701,012
2,055,100
189
SEWER MAINTENANCE
3,683,652
3,895,896
3,750,010
3,781,918
3,230,000
190
BUSINESS IMPROVEMENT DISTRICT
117,031
117,604
115,668
116,668
116,700
197
MEASURE W STORMWATER
-
-
-
1,370,000
1,370,000
205
CHARTER PEG
1,991
1,533
-
-
-
207
OFFICE OF TRAFFIC SAFETY GRANTS
89,301
14,143
46,000
46,000
46,000
212
ART IN PUBLIC PLACES
85,180
106,675
-
-
-
218
HOMELAND SECURITY GRANT
1,803,903
83,710
83,911
-
-
220
WC COMMUNITY SERVICES FOUNDATION
102,003
123,063
93,024
-
-
224
MEASURE R
1,378,845
1,341,681
1,365,348
1,671,988
1,341,700
225
CDBG -R
-
-
-
-
-
231
ADVANCED TRAFFIC MGMT SYSTEM
18,577
-
-
-
-
233
TASKFORCE FOR REGIONAL AUTHOTHEFT PREVENTION GRANT
381,235
166,447
382,000
393,350
176,800
234
CITY LAW ENFORCEMENT GRANT
795
5
-
-
-
235
MEASURE M
1,534,608
1,511,167
1,547,227
1,622,051
1,522,200
236
MEASURE
-
-
400,000
580,000
400,000
237
SENATE BILL 1 - ROAD MAINTENANCE REHABILITATION
-
-
-
2,041,970
2,680,300
238
LAW ENFORCEMENT TOBACCO GRANT
1,031
7,129
70,000
-
-
239
CA BUREAU OF STATE COMMUNITY CORRECTIONS
-
2,977
-
-
-
820
SUCCESSOR HOUSING AGENCY- WCHA
495,252
533,557
310,000
42,000
TOTAL SPECIAL REVENUE FUNDS
$ 27,395,914
$
29,165,033
$ 25,938AS3
$
27,033,487
$ 29,542,600
160
CAPITAL PROJECTS
$ 74,372
$
327,991
$ 200,000
$
-
$ -
161
CONSTRUCTION TAX
156,297
92,193
70,000
70,000
71,000
162
INFORMATION TECHNOLOGY
-
55,930
-
-
280,000
164
POLICE IMPACT FEES
58,447
16,568
-
-
-
165
FIRE IMPACT FEES
69,437
20,180
-
-
-
166
PARK IMPACT FEES
175,362
49,771
-
-
-
167
CITY ADMINISTRATIVE IMPACT FEES
10,780
2,925
-
-
-
168
PUBLIC WORKS IMPACT FEES
4,399
1,453
-
-
-
169
PARK ACQUISITION
856
-
1.903.794
-
12,000
172
PARK DEDICATION FEES "C"
33,119
465,056
-
-
200,000
173
PARK DEDICATION FEES "D"
1,372
362
-
-
-
174
PARK DEDICATION FEES "E"
415
250
-
-
22,000
175
PARK DEDICATION FEES "F"
2,945
3,834
-
-
900
179
CIP - LRB 2020
10,000,000
TOTAL CAPITAL PROJECT FUNDS
$ 587,802
$
1,036,512
$ 2,173,794
$
70,000
$ 10,585,900
300 DEBT SERVICE - CITY
$
27,291,396
$
2,290,264
$
3,280,375
$
3,006,312
$
14,579,400
TOTAL DEBT SERVICES FUND
$
27,291,396
$
2,290,264
$
3,280,375
$
3,006,312
$
14,579,400
360 SELF INSURANCE -UNINSURED LOSS FUND
$
-
$
-
$
-
$
-
$
-
361 GENERAL AND AUTO LIABILITY
4,249,219
3,260,578
2,297,100
2,301,500
2,276,500
363 WORKERS'COMPENSATION
1,846,465
2,304,650
1,757,200
1,752,979
1,753,000
365 FLEET MANAGEMENT
1,727,986
1,957,947
1,331,858
1,492,046
1,403,400
367 VEHICLE REPLACEMENT
32,528
256,973
-
2,000
280,000
368 RETIREMENT HEALTH SAVINGS PLAN
3,877
4,734
2,000
400
TOTAL INTERNAL SERVICE FUNDS
$
7,860,076
$
7,784,882
$
5,386,158
$
5,550,625
$
5,713,300
375 POLICE COMPUTER SERVICE GROUP
$
1,212,318
$
1,312,905
$
1,603,800
$
1,047,139
$
416,400
TOTAL ENTERPRISE FUND
$
1,212,318
$
1,312,905
$
1,603,800
$
1,047,139
$
416,400
810 REDEVELOPMENT OBLIGATION RETIREMENT
$
11,451,408
$
8,269,693
$
9,198,200
$
10,490,005
$
12,745,800
811 SUCCESSOR AGENCY MERGED DS
678,194
830,238
-
-
-
815 SUCCESSOR AGENCY ADMINISTRATION
-
77,500
250,000
250,000
-
853 COMMUNITY FACILITIES DISTRICT DEBT SERVICE
5,304,474
4,152,737
5,010,000
4,985,000
4,316,000
TOTAL PRIVATE PURPOSE TRUST FUNDS
$
17,434,076
$
13,330,168
$
14,458,200
$
15,725,005
$
17,061,800
51
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
REVENUE REVENUE BUDGET BUDGET BUDGET
4010 PROPERTYTAXES $ 12,157,827 $ 12.819,006 $ 12,063.600 $ 12,769,400 $ 13.000,000
4012 PROPERTY TAX IN -LIEU 11,894,010 12.432,425 12,341.200 12,341,200 12.904,200
4014 REDISTRIBUTED RPTTF 2264,690 2,127,556 2275,600 2276,600 2,300,000
TOTAL PROPERTY TAXES $ 26,316,527 $ 27,378,987 $ 26,680,400 $ 27,386,200 $ 28,204,200
4110
SALES TAX
$
15,947,682 $
17.033,647 $
16,900,000 $
15,900,000 $
15.900,000
4120
FRANCHISE TAX
4,207,765
4.445,101
4,152,300
4,152,300
4.435,800
4130
TRANSIENT OCCUPANCY TAX
1,798,120
1.508,885
1,855.400
1,856,400
1.200,000
4140
BUSINESS LICENSE TAX
2,267,996
2.464,076
2,300.000
2,193,000
2.200,000
4150
DOCUMENTARY TRANSFER TAX
407,669
606,268
300.000
300,000
331,400
4160
CONTRACTORS LICENSE TAX
513,002
431,858
300,000
300,000
TOTAL OTHER TAXES
$
25,142,223 $
26,389,835 $
25,807,700 $
24,700,700 $
24,067,200
4210
ANIMAL CONTROL & LICENSING
$
215,556 $
57,115 $
440,000 $
60,000 $
200,000
4220
BUILDING PERMITS
674,556
776,937
650,000
900,000
950,000
4221
ELECTRICAL PERMITS
124,458
143,233
110,000
150,000
160,000
4222
PLUMBING PERMITS
86,463
128,338
90,000
125,000
130,000
4250
FIRE PERMIT FEES
52,481
46,118
57,000
57,000
57,000
4251
STREET IMPROVEMENT PERMITS
8,835
50,265
10,000
50,000
50,000
4255
WALLS (RETAINING, OVERHEIGHT) PERMITS
5,123
8,606
15,000
10,000
8,600
4257
ONSITE IMPROVEMENTS PERMITS
61,879
29,597
25,000
50,000
50,000
4259
GRADING PERMITS
24,542
31,455
20,000
30,000
30,000
4261
CURB & GUTTER
200
190
-
-
-
4262
DRIVEWAY APPROACH PERMITS
2,553
4,763
1,600
6,000
6,000
4263
SIDEWALK PERMITS
12,563
38,574
10,000
80,000
80,000
4264
CURB DRAINS, ALL OTHER INSPECTIONS PERMITS
14,111
468
600
1,000
1,000
4265
ASPHALT CONCRETE PAVING PERMITS
14,878
27,654
15,000
30,000
30,000
4266
EXCAVATION PERMITS
20,421
28,111
20,000
40,000
40,000
4267
MISCELLANEOUS SEWER FACILITIES PERMITS
8,178
1,012
1,000
1,000
1,000
4272
STREET OBSTRUCTION PERMITS
16,405
107,060
15,000
10,000
107,100
4273
ENCROACHMENT PERMITS
290
45,478
1,000
20,000
46,000
4281
SEWER MAINTENANCE PERMITS
134
1,001
-
1,000
1,000
4290
OTHER LICENSES & PERMITS
12,553
22,884
7,700
15,550
16,400
TOTAL LICENSES & PERMITS
$
1,356,178 $
1,548,859 $
1,488,700 $
1,636,550 $
1,964,100
4301
LATE PAYMENT PENALTY
$
304,937 $
215,702 $
- $
- $
-
4302
COLLECTION AGENCY FEE
(2,734)
22,627
-
-
-
4310
VEHICLE CODE FINES`
297,539
181,089
290,000
200,000
200,000
4315
PARKING CODE FINES'
464,083
356,536
300,000
250,000
250,000
4321
VEHICLE IMPOUND FEES
77,611
52,030
85,000
60,000
60,000
4325
ADMINISTRATIVE CITATIONS
44,514
18,104
20,000
16,000
18,000
4326
ADMIN CITATION- CODE ENFORCEMENT
4,358
859
5,000
28,000
50,000
4327
FORECLOSURE PENALTIES
19,375
-
20,000
5,000
-
4330
WASTE DIVERSION PLAN FORFEITURE
41,150
26,550
50,000
30,000
30,000
TOTAL FINES AND FORFEITURES
$
1,250,833 $
873,497 $
770,000 $
588,000 $
608,000
4410
INTEREST INCOME
$
626,754 $
632,918 $
208.900 $
400,000 $
458,900
4414
FAIR VALUE ADJUSTMENT
732,332
1.034,575
-
-
-
4417
GAIN/ LOSS ON INVESTMENT
(86,661)
-
-
-
-
4430
RENTAL INCOME
647,749
700,455
719,300
711,054
724,700
TOTAL USE OF MONEY AND PROPERTY
$
1,920,184 $
2,367,948 $
928,200 $
1,111,054 $
1,183,600
4511
MOTOR VEHICLE IN LIEU
$
51,958 $
85,569 $
52,000 $
85,500 $
85,500
4521
STATE GRANT
-
300,000
-
-
-
4571
CROSSING GUARD AID
77,607
46,740
110.000
64,000
64,000
4572
FIRE STATE MANDATED INSPECTION
63,602
72,239
60,000
65,000
72,200
4573
STATE MANDATED REVENUE
52A44
69,680
50,500
50,500
91,200
4574
POLICE OFFICER STANDARDS AND TRAINING (POST)
44,567
47,441
30,000
30,000
30,000
4575
SCHOOL RESOURCE OFFICER REIMB
311,417
197,884
300.000
300,000
300,000
4580
PROPOSITION A EXCHANGE
1,650,000
1.650,000
1,660.000
1,650,000
1.500,000
4589
HHS COVID RELIEF FUNDS (CARES ACT)
-
18,474
-
-
-
REVENUE LOSS -COVID-19
2,340,400
TOTAL REVENUE FROM OTHER AGENCIES
$
2,251,994 $
2,488,027 $
2,252,500 $
2,245,000 $
4,483,300
4602
TOWING FRANCHISE
$
213,759 $
167,191 $
195.000 $
195,000 $
195,000
4604
GROUND EMERGENCY MEDICAL TRANSPORT
(68,255)
163,011
173.000
173,000
173,000
4605
JAIL BOOKING
64,780
74,625
50,000
50,000
50,000
4606
CLEARANCE LETTER AND PROCESS
280
330
300
300
300
4609
AMBULANCE SERVICES
2,268,802
2,629,196
2,400.000
2,300,000
2.300,000
4610
BUSINESS LICENSE PROCESSING FEE
15,661
14,740
17,500
-
14,000
4611
PLANNING FILING FEES
384,408
346,457
320,000
276,000
350,000
4613
PLAN REVIEW SURCHARGE
122,885
79,333
95,000
90,000
90,000
4614
PLAN CHECK FEES
269,856
341,181
250,000
376,000
375,000
4615
EXPEDITED PLAN CHECK FEE
14,746
18,206
15,000
23,000
23,000
4616
SEARCH FEES
4,654
4,045
4,000
1,000
2,000
4617
AFTER HOURS PLAN CHECK
-
8,853
-
-
-
4620
FORECLOSURE REGISTRATION
67,500
48,375
70,000
50,000
50,000
4628
WASTE MANAGEMENT FEES
80,234
82,248
75,000
-
46,500
4630
FIRE PLAN CHECK/INSPECTION FEES
131,745
167,311
142.000
142,000
167,000
4631
FIRE INCIDENT REPORT COPYING
1,680
1,720
1,000
1,500
1,600
4634
EMERGENCY MEDICAL SERVICE ASSESSMENT FEE
255,913
390,530
200.000
250,000
300,000
4635
EMERGENCY INCIDENT BILLING FEE
4,519
44,579
-
10,000
27,700
4637
FIRE SEMINAR
34,246
14,112
20,000
25,000
19,800
4640
FALSE ALARMS
58,979
198,708
40,000
100,000
-
4641
PHOTOCOPYING
60
4
100
-
-
4642
RETURNED CHECK FEE
710
914
500
200
200
52
2018-19
2019-20
2019-20
2020-21
2021-22
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
REVENUE
REVENUE
BUDGET
BUDGET
BUDGET
4643
ADDRESS CHANGE
200
800
200
200
200
4644
PASSPORT SERVICES
20,428
11,011
20,000
16,000
11,000
4645
POLICE REIMBURSEMENTS
76,864
100,953
135.000
75,000
75,000
4646
GRAFFITI RESTITUTION
4,077
510
2,500
1,000
2,500
4647
MISCELLANEOUS REIMBURSEMENT
386,281
9,497
57,500
1,548,139
26,500
4648
FIRE LIFE SAFETY INSPECTIONS
533
-
-
-
-
4651
AFTERSCHOOL PROGRAM -WESCOVE
160,006
111,480
150.500
162,700
162,700
4653
AFTERSCHOOL PROGRAMS -VINE
253,458
174,235
220.000
234,000
175,000
4654
AFTERSCHOOL PROGRAM - ORANGEWOOD
(612)
488
-
-
-
4655
ADMINISTRATIVE COST RECOVERY FEE
45,981
31,031
76,500
44,400
4,600
4656
PASSPORT PHOTOS
4,428
1,548
5,000
5,000
3,000
4657
AMBULANCE SUBSCRIPTION FEE
3,811
69
15,000
1,500
100
4658
PAID PARKING - CIVIC CENTER
35,297
37,424
40,000
40,000
20,000
4660
SERVICE FEE- CREDIT/DEBIT CARDS
10,757
15,441
15,000
15,000
30,000
4661
RECREATION CLASSES/PROGRAMS -CCC
107,760
81,710
110.000
110,000
80,000
4662
SPORTS-CCC
12,680
8,984
10,000
12,000
11,200
4663
FACILITY RENTAL -CCC
173,370
132,465
180.000
180,000
130,000
4664
RECREATION CLASSES
107,670
59,769
130.000
100,000
59,800
4675
PALM VIEW PRESCHOOL PROGRAM
124,733
78,872
150.000
117,200
78,900
4681
RENTAL -ROLLER HOCKEY
50,073
29,818
40,000
40,000
29,800
4682
FACILITY RENTALS
93,212
95,736
71,500
72,000
72,000
4685
PARK SHELTER RENTALS
41,197
17,550
55,000
40,000
17,500
4687
FACILITY RENTALS -SHADOW OAK
62,131
57,126
65,000
65,000
57,100
4689
SENIOR DONATIONS
7,039
6,569
10,000
7,000
7,000
4690
SENIOR CENTER RENTALS
75,709
56,140
55,000
60,000
56,100
4693
SENIOR EXCURSIONS
21,987
21,262
20,000
25,000
20,000
4695
SENIOR CLASSES
26,212
20,918
30,000
30,000
20,900
TOTAL CHARGES FOR SERVICES $ 5,832,397 $ 5,957,071 $ 5,732,100 $ 7,062,139 $ 5,336,000
4750
ADMIN & OVERHEAD CHARGEBACKS
$
1,087,408
$ 1,415,799
$ 997,500
$ 1,423,791
$ 1,423,800
TOTAL INTERDEPARTMENTAL CHARGES
$
1,087,408
$ 1,415,799
$ 997,600
$ 1,423,791
$ 1,423,800
4810
ADVERTISING
$
37,071
$ 30,944
$ 40,000
$ 40,000
$ 23,000
4811
SALE REAUPERSONAL PROP
23,000
-
-
-
-
4813
SALE MAPSIPLANSIDOCUMENTS
42
337
1,000
500
500
4814
PROCEEDS FROM AUCTION
361
418
-
-
-
4816
FINAL MAP
7,828
5,000
10,000
15,000
15,000
4818
MISCELLANEOUS
29,100
57,005
5,800
3,000
8,400
4820
LANDSCAPING - COUNTY
38,047
22,074
38,000
-
12,200
4822
CONTRACTUAL REIMBURSEMENT
2,128
2,128
2,200
-
-
4823
PROCEEDS FROM SALE
-
1.971,228
163.000
23,000
23,000
4826
CLAIMS SETTLEMENTS
600
820
1,000
1,000
700
TOTAL OTHER REVENUES
$
138,177
$ 2,089,963
$ 261,000
$ 82,600
S 82,800
4901
MUTUAL AID COST REIMBURSEMENT
$
-
$ 267274
$ 273,000
$ 330,000
$ 330,000
TOTAL IT COST RECOVERY FEE
$
-
$ 267,274
$ 273,000
$ 330,000
$ 330,000
9111
TRANSFER IN - FUND 111
$
-
$ -
$ -
$ -
$ -
9367
TRANSFER IN - FUND 367
140,000
-
-
-
9815
TRANSFER IN - FUND 815
121,950
157,673
157,673
106,302
131,100
TOTAL TRANSFER IN
$
261,950
$ 157,673
$ 157,673
$ 106,302
$ 131,100
53
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
REVENUE REVENUE BUDGET BUDGET BUDGET
TOTAL STATE ASSET FORFEITURE FUND $ 1,686 $ 2,217 $
4410
INTEREST INCOME
$
26,859
$ 79,593
$ -
$ -
$ -
4814
PROCEEDS FROM AUCTION
-
1,900
-
-
-
4559
DRUG ENFORCEMENT REBATE
555.504
4.769,253
-
-
-
4569
D.E.R TREASURY
1,283,275
427,956
TOTAL DRUG ENFORCEMENT REBATE FUND
$
1,865,637
$ 5,278,702
$ -
$
4410
INTEREST INCOME
$
-
$ 1,523
$ -
$ -
$ -
4521
STATE GRANT
140,400
457,470
695.200
300,000
40,000
4535
GRANTS FROM OTHER AGENCIES
200,000
108,399
54,200
TOTAL AIR QUALITY IMPROVEMENT TRUST FUND
$
140,400
$ 658,993
$ $03,599
$ 354,200
$ 40,000
4110
SALES TAX
$
2,164,464
$ 2.102,971
$ 2,194.485
$ 2,278,800
$ 2.140,600
4565
PROPOSITION A DISCRETIONARY INCENTIVE
105,323
104,000
106,000
106,000
TOTAL PROPOSITION "A" FUND
$
2,269,787
$ 2,102,971
$ 2,298,485
$ 2,384,800
$ 2,246,600
4110
SALES TAX
$
1,795.362
$ 1.744,419
$ 1,820.268
$ 1,890,200
$ 1.890,200
4410
INTEREST INCOME
15,914
23,360
-
10,000
10,000
4647
MISCELLANEOUS REIMBURSEMENT
2,386
2,400
TOTAL PROPOSITION "C" FUND
$
1,811,276
$ 1,767,779
$ 1,820,268
$ 1,902,586
$ 1,902,600
4814
PROCEEDS FROM AUCTION
$ - $
62,350 $
- $
- $
-
4288
STREET NAME SIGNS
403
296
-
-
-
4410
INTEREST INCOME
15,402
55,141
-
-
15,000
4510
HUTA LOAN REPAYMENT
122,068
121,546
122.068
-
-
4512
GAS TAX SECTION 2105
593,900
595,442
602.191
604,172
622,300
4513
GAS TAX SECTION 2106
358,971
343,476
360.364
361,549
350,700
4514
GAS TAX SECTION 2107
746,894
756,651
790.764
793,365
792,000
4515
GAS TAX SECTION 2107.5
10,000
20,000
10.000
10,000
10,000
4518
GAS TAX SECTION 2103
361,618
812,045
923.190
926,226
955,100
4519
ROAD MAINTENANCE REHAB
1,985,018
1.872,555
1,791.632
-
-
4647
MISCELLANEOUS REIMBURSEMENT
-
24
-
4,432
-
TOTAL STATE GAX TAX FUND
$
4,194,274
$ 5,206,675
$ 4,600,209 $
2,699,744 $
2,745,100
•
4410
•• ,
INTEREST INCOME
$
245
$ 376
$ - $
- $
100
4831
POLICE EXPLORER DONATIONS
1,300
1,488
-
-
700
4838
MISCELLANEOUS POLICE DONATIONS
250
10,000
400
TOTAL POLICE DONATIONS FUND
$
1,795
S "A"
$ - $
- $
1,200
4410
INTEREST INCOME
$
-
$ -
$ - $
- $
-
TOTAL TRANSPORTATION DEVELOPMENT ACT FUND
$
140,925
$ 994
$ 70,000
$ 82,000 $
77,600
4410
INTEREST INCOME •
$
4,525
$ 7,085
$ -
$ 2,000 $
2,200
4629
MISCELLANEOUS REIMBURSEMENT-ATHENS AS 939
228,049
256,933
170.000
170,000
170,000
4647
MISCELLANEIOUS REIMBURSEMENT
760
TOTAL ASSEMBLY BILL 939 FUND
$
232,574
S 264,018
$ 170,000
$ 172,760 S
172.200
TOTAL BUREAU OF JUSTICE ASSISTANCE FUND $ 18,377 $ 37,574
4410
INTEREST INCOME
$ - $
- $
- $
- $
-
4551
FEDERAL GRANTS
708.236
299.777
1,282.868
805.400
2.352,600
4856
LOAN REPAYMENTS
72,635
85,870
43.250
40,000
40,000
4647
MISCELLANEOUS REIMBURSEMENT
-
-
-
1,654
-
9110
TRANSFER IN - FUND 110
10
TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT FUND
$ 780,881 $
385,647 $
1,326,118 $
847,054 $
2,392,600
4410 INTEREST INCOME $ - $ 0 $ - $ - $
4551 FEDERAL GRANTS
TOTAL SAFER GRANT FUND $ - $ 0 $ - $ - $ -
4521
STATE GRANT
$
-
$ - $
- $
- $
TOTAL ABC GRANT FUND
$
-
$ - $
- $
4521
STATE GRANTS
$
36,288
$ - $
- $
875,000 $ 2.479,200
4551
FEDERAL GRANTS
790,410
53,353
1,895,000
TOTAL STP LOCAL FUND
$
826,698
$ 53,353 $
1,895,000 $
875,000 $ 2,479,200
54
2018-19
2019-20
2019-20
2020-21
2021-22
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
REVENUE
REVENUE
BUDGET
BUDGET
BUDGET
4540 COUNTY GRANTS $ 23,980
$ 31,227
$ 45,074
$ 632,000
$ 585,800
TOTAL LA COUNTY PARK BOND FUND
$
23,980
$ 31,227
$ 45,074
$ 632,154
$ 585,800
4410
INTEREST INCOME
$
133
$ 260
$ -
$ -
$ -
4521
STATE GRANT
15,739
15,733
15,733
15,732
15,700
TOTAL WASTE MGT ENFORCEMENT GRANT FUND
$
15,872
$ 15,993
$ 15,733
$ 15,732
$ 15,700
4410
INTEREST INCOME
$
904
$ 432
$ -
$ -
$ 100
4551
FEDERAL GRANTS
162,378
315,200
174.218
174,218
174,200
4647
MISCELLANEOUS REIMBURSEMENTS
-
-
-
3,956
-
4691
MEALS PROGRAM DONATION
32,330
22,656
40,000
30,000
22,000
TOTAL SENIOR MEALS PROGRAM FUND
$
195,612
$ 338,288
E 214,218
$ 208,174
$ 196,300
4410
INTEREST INCOME
$
-
$ -
$ -
$ -
$ -
4521
STATE GRANT
57,154
29,089
29,000
29,000
29,000
9110
TRANSFER IN - FUND 110
111
TOTAL USED OIL BLOCK GRANT FUND
$
57,265
$ 29,089
$ 29,000
$ 29,000
$ 29,000
4410 INTEREST INCOME $ 93 $ 117 $ - $ - $ -
4819 INMATE PHONE REVENUE 1,498 1,828 1,000 1,000 1,500
TOTAL INMATE WELFARE FUND $ 11591 $ 1,945 $ 11000 $ 1,000 $ 1,500
4110 SALES TAX $ 794,680 $ 773,318 $ 786.000 $ 808,000 $ 823,800
4410 INTEREST INCOME 1,007 5,049 - - 2,000
4647 MISCELLANEOUS REIMBURSEMENTS 15,667
TOTAL PUBLIC SAFETY AUGMENTATION FUND $ 795,687 S 778,367 $ 786,000 $ 823,667 S 826,800
4410 INTEREST INCOME $ 3,747 $ 6,216 $ - $ - $ 1,600
4521 STATE GRANT 295,773 205,045 170,000 163,000 205,000
TOTAL COPS FUND $ 299,520 $ 211,261 $ 170,000 $ 163,000 $ 206,600
4551 FEDERAL GRANTS $ - $ 2,200 $ - $ - $
TOTAL USDOJ COVID $ - $ 2,200 $ - $ - $ -
4521 STATE GRANT $ 96,590 $ 71,482 $ 28,000 $ 28,000 $ 28,000
TOTAL BEVERAGE CONTAINER RECYCLING GRANT FUND $ 96,590 $ 71,482 $ 28,000 $ 28,000 $ 28,000
4410 INTEREST INCOME
4535 GRANTS FROM OTHER AGENCIES
4900 IT COST RECOVERY FEE
TOTAL CAPITAL PROJECTS FUND
1,519 $ - $ - $
60,997 - 200.000
11,856 -
327,991
74,372 $ 327,991 $ 200,060 $
•
•
4170
CONSTRUCTION TAX
$
154,938
$ 89,673
$ 70,000 $
70,000 $
70,000
4410
INTEREST INCOME
1,360
2,520
1,000
TOTAL CONSTRUCTION TAX FUND
$
156,297
$ 92,193
$ 70,000 $
70,000 $
71,000
4521
•STATE GRANT
$
-
$ -
$ - $
- $
280,000
4900
IT COST RECOVERY FEE
-
44,074
-
-
-
9110
TRANSFER IN - FUND 110
11,856
TOTAL INFORMATION TECHNOLOGY FUND
$
-
$ 55,930
$ - $
- S
280,000
UM •
4521
•
STATE GRANT
$
-
$ -
$ - $
TOTAL POLICE IMPACT FEES FUND $ 58,447 $ 16,568 $
4855 DEVELOPER CONTRIBUTIONS
$ 175,362 $
49,771
$ - $ - $
TOTAL PARKS IMPACT FEES FUND
$ 176,362 $
49,771
$ - $ - $ -
4855 DEVELOPER CONTRIBUTIONS
$ 10,780 $
2,925
S - $ - $
TOTAL CITY ADMINISTRATIVE IMPACT FEES FUND
$ 10,780 $
2,925
$ - $ - $ -
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
REVENUE REVENUE BUDGET BUDGET BUDGET
TOTAL PUBLIC WORKS IMPACT FEES FUND $ 4,399 $ 1,453
4410 INTEREST INCOME $ 856 $ - $ - $ - $ 12,000
9300 TRANSFER IN - FUND 300 1,903,794
TOTAL PARK ACQUISITION FUND $ 856 $ - $ 1,903,794 $ - $ 12,000
9170
TRANSFER IN - FUND 170
$
-
$ -
$ - $
- $
TOTAL PARK DEDICATION FEES "B" FUND
$
-
$ -
$ - $
- $ -
4410
INTEREST INCOME
$
269
$ 5,156
$ - $
- $ -
4855
DEVELOPER CONTRIBUTIONS
32,850
459,900
200,000
TOTAL PARK DEDICATION FEES "C" FUND
$
33,119
$ 465,056
$ - $
- $ 200,000
4410
INTEREST INCOME
$
158
$ 362
$ - $
- $ -
TOTAL PARK DEDICATION FEES "D" FUND $ 1,372 $ 362 $
4410 INTEREST INCOME $ 415 $ 250 $ - $ - $ 100
4855 DEVELOPER CONTRIBUTIONS 21,900
TOTAL PARK DEDICATION FEES "E" FUND $ 415 $ 250 $ - $ - $ 22,000
4410 INTEREST INCOME $ - $ - $ - $ - $ -
COVID-19 RELIEF 10,000,000
TOTAL CIP-LRB 2020 FUND $ - $ - $ - $ - $ 10,000,000
4010
CURRENTSECURED
$ 564,664 $
596,783 $
460.000 $
500,000 $
639,100
4014
RESIDUAL/EXCESS TAX INCREMENT(COUNTY)
1,282
54
-
-
-
4410
INTEREST INCOME
20,515
30,790
13,000
16,000
11,000
4647
MISCELLANEOUS REIMBURSEMENTS
2809
TOTAL MAINTENANCE DISTRICT#1 FUND
$ 586,461 $
627,627 $
473,000 $
518,809 $
650,100
4010 CURRENTSECURED $
4410 INTEREST INCOME
TOTAL MAINTENANCE DISTRICT#2 FUND
170.834 $ 200,459 $ 144.000 $ 144,000 $ 252,000
6,318 7,732 5,000 5,000 3,000
981
177,152 $ 208,191 $ 149,000 $ 150,981 $ 255,000
•
4190
OTHERTAXES
$
107,650
$ 107,650
$ 110.000
$ 110,000
$ 110,000
4410
INTEREST INCOME
3,064
4,346
1,600
2,000
1,100
4647
MISCELLANEOUS REIMBURSEMENTS
731
TOTAL COASTAL SAGE AND SCRUB CFD
$
110,713
$ 111,995
$ 111,600
$ 112,731
$ 111,100
4410
INTEREST INCOME
$
22,204
$ 28,817
$ 10,000
$ 15,000
$ 6,500
4623
SPECIAL ASSESSMENTS
1,041,687
1.026,385
1,037.950
1,037,950
1.193,700
4647
MISCELLANEOUS REIMBURSEMENTS
-
-
-
4,110
-
9182
TRANSFER IN - FUND 182
9,000
9,000
9,000
9,000
9,000
TOTAL MAINTENANCE DISTRICT#4 FUND
$
1,072,891
$ 1,064,202
$ 1,056,950
$ 1,066,060
$ 1,209,200
4410
INTEREST INCOME
$
2,237
$ 3,035
$ 500
$ 1,500
$ 1,000
4623
SPECIAL ASSESSMENTS
154,687
153,539
154.700
154,700
183,500
4647
MISCELLANEOUS REIMBURSEMENTS
1,129
TOTAL MAINTENANCE DISTRICT#6 FUND
$
156,924
$ 156,574
$ 155,200
$ 157,329
$ 184,500
4410
INTEREST INCOME
$
2,494
$ 3,825
$ 2,000
$ 1,800
$ 1,200
4623
SPECIAL ASSESSMENTS
173,467
173,266
170.821
170,820
204,900
4647
MISCELLANEOUS REIMBURSEMENTS
1,129
TOTAL MAINTENANCE DISTRICT#7 FUND
$
175,951
$ 177,091
$ 172,821
$ 173,749
$ 206,100
4410
•
INTEREST INCOME
$
12,175
$ 18,463
$ 4,000
$ 8,000
$ 4,500
4621
STREET LIGHTING ASSESSMENTS
1,634,312
1.644,661
1,690.000
1,690,000
2.050,600
4625
TREE REMOVAL
2,328
-
-
-
-
4647
MISCELLANEOUS REIMBURSEMENTS
3012
TOTAL CITYWIDE MAINTENANCE DISTRICT FUND
$
1,648,814
$ 1,663,124
$ 1,694,000
$ 1,701,012
$ 2,055,100
H77
2018-19
2019-20
2019-20
2020-21
2021-22
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
REVENUE
REVENUE
BUDGET
BUDGET
BUDGET
4010
•
CURRENTSECURED
$
253.092
$ 267,733 $
210.000
$ 210.000
$ 210,000
4014
RESIDUALIEXCESS TAX INCREMENT(COUNTY)
47,257
43,665
-
-
-
4410
INTEREST INCOME
39,569
78,328
10,000
20,000
20,000
4622
SEWER ASSESSMENTS
3,343.039
3.492,403
3,530.010
3,530.010
3.000,000
4647
MISCELLANEOUS REIMBURSEMENTS
-
-
-
21,908
-
4814
PROCCEDS FROM AUCTION
-
12,970
-
-
-
4818
MISCELLANEOUS
694
797
TOTAL SEWER MAINTENANCE FUND
$
3,683,652
$ 3,895,896 $
3,750,010
$ 3,781,918
$ 3,230,000
4190
OTHERTAXES
$
115,616
$ 115,616 $
115,668
$ 116,668
$ 115,700
4410
INTEREST INCOME
1,415
1,988
1,000
1,000
TOTAL AUTO PLAZA IMPROVEMENT DISTRICT FUND
$
117,031
$ 117,604 $
115,668
$ 116,668
$ 116,700
4010 PROPERTY TAXES $ - $ - $ - $ 1,370,000 $ 1,370,000
TOTAL MEASURE W STORMWATER FUND $ - $ - $ - $ 1,370,000 $ 1,370,000
4556
FEDERAL PASS THRU STATE
$
89,301
$ 14,143
$ 46,000 $
46,000 $ 46,000
TOTAL OTS GRANTS FUND
$
$9,301
$ 14,143
$ 46,000 $
46,000 $ 46,000
4410
INTEREST INCOME
$
1,894
$ 3,637
$ - $
- $ -
4818
MISCELLANEOUS
2,598
-
-
- -
4859
ART IN PUBLIC PLACES
80,688
103,038
TOTAL ART IN PUBLIC PLACES FUND
$
85,180
$ 106,675
$ - $
4556
FEDERAL PASS THRU STATE
$
1,803,903
$ 83,710
$ 83,911
$ - $
TOTAL USDOJ COPS GRANT FUND
$
1,803,903
$ 83,710
$ 83,911
$ - $ -
4410
INTEREST INCOME
$
1,410
$ 2,911
$ 900
$ - $ -
4649
SPECIAL EVENTS
23,672
11,088
11,088
- -
4838
MISCELLANEOUS POLICE DONATIONS
-
70,000
70,000
- -
4862
DONATIONS
76,921
39,064
11,036
TOTAL WEST COVINA COMMUNITY SERVICES FOUNDATION
$
102,003
S 123,063
$ 93,024
$
4864
PRIVATE GRANTS
$
-
$ -
$ - $
-
$
TOTAL POLICE PRIVATE GRANTS FUND
$
0
$ -
$ - $
4110
SALES TAX ,
$
1,356,694
$ 1.306,443
$ 1,365.348 $
1,417,800
$ 1.331,700
4410
INTEREST INCOME
22,151
35,238
-
15,000
10,000
4647
MISC REIMBURSEMENT
239,188
TOTAL MEASURE R FUND
$
1,378,545
$ 1,341,681
$ 1,365,348 $
1,671,988
$ 1,341,700
4551
FEDERAL GRANTS
$
-
$ -
$ - $
-
$
TOTAL RECOVERY BYRNE GRANT FUND
$ -
$ - $
-
$ -
4410
INTEREST INCOME
$
110
$ -
$ - $
-
$ -
4540
COUNTY GRANTS
18466
TOTAL ADVANCED TRAFFIC MANAGEMENT SYSTEM FUND
$
18,577
$ -
$ - $
-
$ -
4540
COUNTY GRANTS •
$
381,235
$ 166,447
$ 382,000 $
382,000
$ 176,800
4647
MISC REIMBURSEMENT
11,350
TOTAL TRAP GRANT FUND
$
381,235
$ 166,447
$ 382,000 $
393,350
$ 176,800
4410
•-
INTEREST INCOME
$
795
$ 5
$ - $
-
$
4410 INTEREST INCOME $ 17,682 $ 40,517 $ - $ 15,000 $ 13,000
4110 SALES TAX 1,516,926 1.470,650 1,547.227 1,606.700 1.509,200
4647 MISCELLANEOUS REIMBURSEMENT 351
TOTAL MEASURE M FUND $ 1,534,608 $ 1,511,167 $ 1,547,227 $ 1,622,051 $ 1,522,200
4010 CURRENTYEAR SECURED $ - $ - $ 400,000 $ 580,000 $ 400,000
TOTAL MEASURE A FUND $ - $ - $ 400,000 $ 580,000 $ 400,000
4519 ROAD MAINTENANCE REHAB $ - $ - $ - $ 2,041,970 $ 2.113,100
9110 TRANSFER IN - FUND 110 567200
TOTAL SBi ROAD MAINT REHAB FUND $ - $ - $ - $ 2,041,970 $ 2,680,300
b11
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
REVENUE REVENUE BUDGET BUDGET BUDGET
• •
4410
INTEREST INCOME
$
-
$ 7
$ -
$ -
$ -
4556
FEDERAL PASS THRU STATE
2,970
TOTAL CA BUREAU OF STATE COMMUNITY CORRECTIONS
$
-
$ 2,977
$ -
$
4410
INTEREST INCOME ,
$
51,176
$ 59,030
$ 45.000
$ 20,000
$ 20,000
4412
INTEREST INCOME -FISCAL AGENT
35,421
51,067
20.000
20,000
35,000
4647
1988 BOND- LAKES REIMBURSEMENT
383
-
-
-
-
4659
BLD REIMBURSEMENT
371,005
286,523
400.000
-
-
4853
DEBTPROCEEDS
25,545,718
-
-
-
-
9110
TRANSFER IN - FUND 110
-
578,918
578.918
1,620,322
13.135,000
9169
TRANSFER IN - FUND 169
-
-
921.680
-
-
9810
TRANSFER IN - FUND 810
1,287,692
1,314,727
1,314,777
1,345,990
1,389,400
TOTAL CITY DEBT SERVICE FUND
$
27,291,396
$ 2,290,264
$ 3,280,375
$ 3,006,312
$ 14,679,400
4647
MISCELLANEOUS REIMBURSEMENT
$
7,000
$ 29,461
$ -
$ -
$ -
4760
INTERDEPARTMENTAL CHARGES
4,200,578
3.134,634
2,097.100
2,201,500
2.201,500
4825
PROPERTY DAMAGE RECOVERY
41,641
96.484
200,000
100,000
75,000
TOTAL GENERAL AND AUTO LIABILITY FUND
$
4,249,219
$ 3,260,578
$ 2,297,100
$ 2,301,500
2,276,500
4647 MISCELLANEOUS REIMBURSEMENT $ 106,057 $ 1,194 $ - $ - $ -
4760 INTERDEPARTMENTAL CHARGES 1,740,408 2,303,456 1,757,200 1,752,979 1,753,000
TOTAL WORKER& COMPENSATION FUND $ 1,846,465 $ 2,304,660 $ 1,757,200 $ 1,762,979 S 1,753,000
4430
RENTAL INCOME
$ 261,263 $
266,361 $
200.000 $
- $
-
4647
MISCELLANEOUS REIMBURSEMENT
36
-
-
3,831
-
4750
INTERFUND CHARGES -VEHICLE MAINTENANCE
837,281
1.087,134
531.858
888,215
803,400
4780
INTERFUND CHARGES -FUEL 8 OIL
597,862
560,415
600.000
600,000
600,000
4814
PROCEEDS FROM AUCTION
-
9,700
-
-
-
4822
CONTRACTUAL REIMBURSEMENT
31,545
31,545
-
-
-
9110
TRANSFER IN
2,792
TOTAL FLEET MANAGEMENT FUND
$ 1,727,986 $
1,957,947 $
1,331,858 $
1,492,046 $
1,403,400
4410
INTEREST INCOME
$ 3,728 $
1,011 $
- $ 2,000 $ -
4814
PROCEEDS FROM AUCTION
28,800
10,637
- - -
9110
TRANSFER IN - FUND 110
-
179,997
- - 80,000
9117
TRANSFER IN - FUND 117
-
2,045
- - -
9124
TRANSFER IN - FUND 124
-
-
- - 100,000
9189
TRANSFER IN - FUND 189
-
-
- - 100,000
9365
TRANSFER IN - FUND 365
63,282
TOTAL VEHICLE REPLACEMENT FUND
$ 32,628 S
256,973 $
- $ 2,000 S 280,000
TOTAL RETIREMENT HEALTH SAVINGS PLAN FUND $ 3,877 $ 4,734 $ - $ 2,000 $ 400
•
2800
CHARGES FOR SERVICES
81,322
-
460.000
250,000
20,000
2848
CRY OF LA MESA
19,000
15,000
19.000
-
-
2850
CRY OF CORONA
99,120
11,734
102.000
15,000
4,000
2852
HACIENDA HEIGHTS USD
8,000
8,000
8.000
8,000
8,000
2853
CRY OF CYPRESS
4,000
4,000
4.000
4,000
4,000
2854
CRY OF EL MONTE
8,000
8,000
8.000
8,000
8,000
2855
CRY OF EL SEGUNDO
8,000
8,000
8.000
8,000
-
2862
CRY OF LOS ALAMITOS
-
4,000
4.000
4,000
4,000
2864
CRY OF MONTCLAIR
79,481
153,481
79.500
62,000
30,000
2865
CRY OF LA HABRA
31,324
4,000
8.000
8,000
8,000
2870
CRY OF SEAL BEACH
4,000
4,000
4.000
4,000
4,000
2871
CRY OF PORTERVILLE
77,040
80,790
78.000
-
-
2872
CRY OF SPARKS, NV
8,000
4,000
8.000
-
-
2873
CRY OF TUSTIN
99,983
99,983
100.000
100,000
11,000
2876
ST. LOUIS COUNTY
58,413
25,600
58.500
60,000
50,000
2880
CRY OF TRACY
99,082
194,082
100.000
95,000
58,000
2883
CRY OF SAN MARINO
91,898
106,832
92.000
17,000
17,000
2885
CRY OF ALHAMBRA
99,570
111,570
100.000
4,000
4,000
2889
SALES- WEST COVINA FIRE DEPARTMENT
29,240
29,240
45.000
45,000
45,000
2891
SALES-PASADENA
139,050
143,663
139.100
145,000
72,000
2892
SALES -HEMET
114,000
253,500
114.000
146,000
50,000
2894
SALES-LAVERNE
-
2,160
2.200
2,200
2,200
2895
SALES-BALDWIN PARK
-
3,160
2.000
2,000
3,200
2896
SALES- BALDWIN PARK SCHOOL POLICE
8,000
8,000
8.000
8,000
8,000
2897
RADCOM- BUREAU OF LAND MGMT
18,066
30,110
24.500
24,500
6,000
2898
RADCOM- SOUTHWEST CENTRAL DISPATCH
27,730
-
28.000
-
-
4647
MISC REIMBURSEMENT
27439
TOTAL POLICE COMPUTER SERVICE GROUP FUND
$ 1,212,318 S
1,312,905 $
1,603,800 $
1,047,139 $
416,400
58
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
REVENUE REVENUE BUDGET BUDGET BUDGET
4010
CURRENTSECURED
$ 11,168,720 $
8.189,780 $
9,148.200 $
10,440,005 $
12.745,500
4410
INTEREST INCOME
99,195
125
-
-
300
4412
INTEREST INCOME -FISCAL AGENT
30,114
42,288
-
-
-
4414
FAIR VALUE ADJUSTMENT
103,379
-
-
-
-
4430
RENTAL INCOME
50,000
37,500
50,000
50,000
TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUND
$ 11,461,408 $
8,269,693 $
9,198,200 $
10,490,005 $
12,745,800
4415 AMORTIZATION - PREMIUM $ 6,807 $ 14,975 $ - $ - $
4818 MISCELLANEOUS 671,387 815263
TOTAL SUCCESSOR AGENCY MERGED DS FUND $ 678,194 $ 830,238 $ - $ - $ -
4010 CURRENTSECURED $ - $ 77,500 $ 250,000 $ 250,000 $
TOTAL SUCCESSOR AGENCY ADMINISTRATION FUND $ - $ 77,500 $ 250,000 $ 250,000 $ -
4410
INTEREST INCOME
$ 415,877 $
444,792 $ - $ - $ 42,000
4521
STATE GRANTS
-
- - 310,000 -
4535
GRANTS FROM OTHER AGENCIES
50,000
36,034 - - -
4818
MISCELLANEOUS
-
10,250 - - -
4880
LOAN ISSUANCE
29,375
42,481
TOTAL WEST COVINA HOUSING AUTHORITY FUND
$ 495,252 $
533,557 $ - $ 310,000 $ 42,000
4010
CURRENTSECURED
$ 1,665.512 $
1.650,693 $
1,700.000 $
1,700,000 $
1.736,000
4110
SALES TAX
1,668.796
555,759
1200.000
1,200,000
500,000
4190
OTHER TAXES
1,596.981
1.607,151
1,800.000
1,800,000
1.800,000
4410
INTEREST INCOME
33,491
23,273
10,000
10,000
5,000
4412
INTEREST INCOME -FISCAL AGENT
314.686
314,341
300.000
275.000
275,000
4414
FAIR VALUE ADJUSTMENT
25,007
1,521
-
-
-
4873
SETTLEMENTS
TOTAL CFD DEBT SERVICE
$ 5,304,474 $
4,152,737 $
5,010,000 $
4,985,000 $
4,316,000
59
2018-19
2019-20
2019-20
2020-21
2021-22
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
EXPENSE
EXPENSE
BUDGET
BUDGET
BUDGET
110
GENERAL FUND'
$ 68,629,006
$ 70,441,294
$ 65,358,774
$ 66,672,236
$ 67,814,100
117
DRUG ENFORCEMENT REBATE
$ 1,537,062
$ 1,834,142
$ -
$ -
$ 2,995,000
119
AIR QUALITY IMPROVEMENT TRUST
213,563
146,001
17,264
52,101
12,100
120
INTEGRATED WASTE MANAGEMENT
11,073
-
-
-
-
121
PROPOSITION"A"
2,241,018
2,255,247
2,237,683
2,323,938
2,045,900
122
PROPOSITION"C"
1,498,483
1,837,764
2,709,912
1,964,448
1,943,600
124
STATE GAS TAX
2,023,489
3,311,581
1,952,048
2,574,167
2,669,000
127
POLICE DONATIONS
649
1,560
-
-
9,400
128
TRANSPORTATION DEVELOPMENT ACT
129,757
994
70,000
70,000
70,000
129
ASSEMBLY BILL 939
131,143
120,501
151,547
194,717
172,900
130
BUREAU OF JUSTICE ASSISTANCE GRANT
15,325
28,979
-
-
-
131
COMMUNITY DEVELOPMENT BLOCK GRANT
780,871
446,633
855,183
460,443
2,392,600
140
SURFACE TRANSPORTATION PROGRAM LOCAL
36,635
3,522
-
875,000
2,479,200
143
LA COUNTY PARK BOND
40,140
206,597
45,074
47,120
585,800
145
WASTE MGT ENFORCEMENT -GRANT
10,022
15,553
15,800
15,732
50,700
146
SENIOR MEALS PROGRAM
244,407
338,085
235,977
296,385
295,500
149
USED OIL BLOCK GRANT
28,975
20,434
30,584
43,680
29,000
150
INMATE WELFARE
4,435
2,000
3,000
1,000
1,500
153
PUBLIC SAFETY AUGMENTATION
529,466
704,586
786,000
793,636
810,000
155
COMMUNITY ORIENTED POLICING SERVICES(COPS)
224,939
182,661
-
-
192,400
156
USDOJ COVID
-
2,341
-
-
-
158
BEVERAGE CONTAINER RECYCLING GRANT
28,502
15,385
28,151
27,930
28,000
159
SUMMER MEALS PROGRAM
9,457
-
-
-
-
181
MAINTENANCE DISTRICT#1
389,946
312,021
346,526
391,066
344,600
182
MAINTENANCE DISTRICT#2
292,203
137,562
157,401
186,158
194,000
183
COASTAL SAGE SCRUB COMMUNITY FACILITIES DISTRICT
73,161
84,564
84,218
93,031
75,100
184
MAINTENANCE DISTRICT#4
1,009,739
1,226,279
930,465
1,095,516
1,247,800
186
MAINTENANCE DISTRICT#6
144,243
164,685
142,669
174,689
178,900
187
MAINTENANCE DISTRICT#7
146,498
143,509
142,579
175,207
173,900
188
CITYWIDE MAINTENANCE DISTRICT
1,482,932
1,554,962
1,544,206
2,400,677
2,393,700
189
SEWER MAINTENANCE
1,862,134
2,741,819
1,155,820
4,043,914
3,832,000
190
BUSINESS IMPROVEMENT DISTRICT
57,618
42,884
66,737
68,561
65,000
197
MEASURE W STORMWATER
-
-
-
1,000,000
1,210,200
205
CHARTER PEG
138,993
27,344
-
-
-
207
OFFICE OF TRAFFIC SAFETY GRANTS
67,000
15,121
-
4,170
36,000
218
HOMELAND SECURITY GRANT
1,803,903
83,710
-
-
-
220
WC COMMUNITY SERVICES FOUNDATION
50,080
32,809
-
-
-
221
POLICE PRIVATE GRANTS
-
-
-
-
-
224
MEASURE R
1,154,843
939,859
2,451,069
2,430,634
2,123,000
225
CDBG-R
-
199,160
-
-
156,300
231
ADVANCED TRAFFIC MGMT SYSTEM
27,196
-
-
-
-
233
TASKFORCE FOR REGIONAL AUTHOTHEFT PREVENTION GRANT
424,936
283,209
394,318
438,067
176,800
234
CITY LAW ENFORCEMENT GRANT
145,043
40,864
154,773
7,686
-
235
MEASURE M
84,460
1,453,336
33,722
1,006,423
676,000
236
MEASURE A
-
-
75,261
580,000
400,000
237
SENATE BILL 1 - ROAD MAINTENANCE REHABILITATION
-
-
-
2,067,148
1,500,000
238
LAW ENFORCEMENT TOBACCO GRANT
4,362
34,005
70,000
6,862
-
239
CA BUREAU OF STATE COMMUNITY CORRECTIONS
-
699
-
-
-
240
MEASURE H
-
62,535
-
-
-
820
SUCCESSOR HOUSING AGENCY -WCHA
546,145
716,064
689,880
1,568,849
1,168,000
TOTAL SPECIAL REVENUE FUNDS
$ 19,644,846
$ 21,771,563
$ 17,577,867
$ 27,478,955
$ 32,733,900
160
CAPITAL PROJECTS
$ 115,457
$ 286,618
$ -
$ -
$ 3,678,100
161
CONSTRUCTION TAX
84,845
10,680
20,000
20,000
20,000
162
INFORMATION TECHNOLOGY
564,787
59,473
-
-
280,000
165
FIRE IMPACT FEES
38,255
-
-
-
-
169
PARK ACQUISITION
613,116
-
921,680
-
200,000
172
PARK DEDICATION FEES "C"
38,500
65
-
-
400,000
174
PARK DEDICATION FEES "E"
29,499
-
-
-
61,100
175
PARK DEDICATION FEES "F"
1,099
-
-
300,000
-
179
CIP -LRB 2020
21,000,000
TOTAL CAPITAL PROJECT FUNDS
$ 1,485,558
$ 356,836
$ 941,680
$ 320,000
$ 25,639,200
300
DEBT SERVICE - CITY
$ 26,796,331
$ 3,762,725
$ 5,729,879
$ 3,788,006
$ 14,524,300
TOTAL DEBT SERVICE FUND
$ 26,796,331
$ 3,762,725
$ 5,729,879
$ 3,788,006
$ 14,524,300
361
GENERAL AND AUTO LIABILITY
$ 4,246,933
$ 6,960,372
$ 2,297,100
$ 2,203,000
$ 1,794,500
363
WORKERS'COMPENSATION
1,109,806
2,285,277
1,962,755
2,947,500
1,328,000
365
FLEET MANAGEMENT
1,447,109
1,652,317
1,800,560
1,330,960
1,403,400
367
VEHICLE REPLACEMENT
195,317
150,287
-
-
280,000
368
RETIREMENT HEALTH SAVINGS PLAN
68,500
29,500
101,500
100,000
100,000
TOTAL INTERNAL SERVICE FUNDS
$ 7,067,665
$ 11,077,753
$ 6,161,915
$ 6,581,460
$ 4,905,900
375
POLICE COMPUTER SERVICE GROUP
$ 1,263,693
$ 1,230,639
$ 1,782,404
$ 1,047,198
$ 191,700
TOTAL ENTERPRISE FUND
$ 1,263,693
$ 1,230,639
$ 1,782,404
$ 1,047,198
$ 191,700
810
REDEVELOPMENT OBLIGATION RETIREMENT
$ 9.716,905
$ 8,036,113
$ 9,589,035
$ 10,490,005
$ 8.782,300
811
SUCCESSOR AGENCY MERGED DEBT SERVICE
(2,413,728)
88,808
-
-
-
815
SUCCESSOR AGENCY ADMINISTRATION
250,000
234,971
250,000
250,000
250,000
853
COMMUNITY FACILITIES DISTRICT DEBT SERVICE
5207,489
9,769,989
5,462,100
4,701,699
4,793,700
TOTAL PRIVATE PURPOSE TRUST FUNDS
$ 12,760,666
$ 18,129,880
$ 15,301,135
$ 15,441,704
$ 13,826,000
M
CAPITAL
SALARIES & MATERIALS & PROJECTS &
BENEFITS SERVICES EQUIPMENT TOTAL
110
GENERAL FUND*
$
41,541,000
$
26,273,100
$
-
$
67,814,100
117
DRUG ENFORCEMENT REBATE
250,000
1,135,000
1,610,000
2,995,000
118
BUSINESS IMPROVEMENT TAX
-
-
-
-
119
AIR QUALITY IMPROVEMENT TRUST
$
-
$
12,100
$
-
$
12,100
121
PROPOSITION "A"
-
2,045,900
-
2,045,900
122
PROPOSITION "C"
135,300
1,808,300
-
1,943,600
124
STATE GAS TAX
290,500
1,948,500
430,000
2,669,000
127
POLICE DONATIONS
-
9,400
-
9,400
128
TRANSPORTATION DEVELOPMENT ACT
-
-
70,000
70,000
129
ASSEMBLY BILL 939
119,200
53,700
-
172,900
131
COMMUNITY DEVELOPMENT BLOCK GRANT
116,900
575,700
1,700,000
2,392,600
140
SURFACE TRANSPORTATION PROGRAM LOCAL
-
-
2,479,200
2,479,200
143
LA COUNTY PARK BOND
16,800
19,000
550,000
585,800
145
WASTE MGT ENFORCEMENT - GRANT
-
50,700
-
50,700
146
SENIOR MEALS PROGRAM
133,900
161,600
-
295,500
149
USED OIL BLOCK GRANT
-
29,000
-
29,000
150
INMATE WELFARE
-
1,500
-
1,500
153
PUBLIC SAFETY AUGMENTATION
810,000
-
-
810,000
154
PRIVATE GRANTS
-
-
-
-
155
COPS/SLESA
-
108,400
84,000
192,400
158
BEVERAGE CONTAINER RECYCLING GRANT
-
28,000
-
28,000
181
MAINTENANCE DISTRICT#1
37,200
307,400
-
344,600
182
MAINTENANCE DISTRICT#2
57,100
127,900
9,000
194,000
183
COASTAL SAGE SCRUB COMMUNITY FACILITIES DISTRICT
-
75,100
-
75,100
184
MAINTENANCE DISTRICT#4
116,700
1,131,100
-
1,247,800
186
MAINTENANCE DISTRICT#6
31,100
147,800
-
178,900
187
MAINTENANCE DISTRICT#7
29,500
144,400
-
173,900
188
CITYWIDE MAINTENANCE DISTRICT
105,400
1,788,300
500,000
2,393,700
189
SEWER MAINTENANCE
707,900
631,500
2,492,600
3,832,000
190
BUSINESS IMPROVEMENT DISTRICT
-
65,000
-
65,000
197
MEASURE W STORMWATER
-
290,200
920,000
1,210,200
205
CHARTER PEG
-
-
-
-
207
OFFICE OF TRAFFIC SAFETY GRANTS
36,000
-
-
36,000
210
LA COUNTY GRANT- 1ST DISTRICT
-
-
-
-
218
HOMELAND SECURITY GRANT
-
-
-
-
220
WC COMMUNITY SERVICES FOUNDATION
-
-
-
-
221
POLICE PRIVATE GRANTS
-
-
-
-
224
MEASURE R
61,600
920,200
1,141,200
2,123,000
225
CDBG - R
-
156,300
-
156,300
231
ADVANCED TRAFFIC MGMT SYSTEM
-
-
-
-
233
TASKFORCE FOR REGIONAL AUTHOTHEFT PREVENTION GRANT
176,800
-
-
176,800
234
CITY LAW ENFORCEMENT GRANT
-
-
-
-
235
MEASURE M
37,400
32,600
606,000
676,000
236
MEASURE A
-
-
400,000
400,000
237
SB1 - ROAD MAINTENANCE REHABILITATION
-
-
1,500,000
1,500,000
238
LAW ENFORCEMENT TOBACCO GRANT
-
-
-
-
820
SUCCESSOR AGENCY HOUSING - WCHA
603,700
564,300
1,168,000
TOTAL SPECIAL REVENUE FUNDS
$
3,873,000
$
14,368,900
$
14,492,000
$
32,733,900
160
CAPITAL PROJECTS
$
-
$
-
$
3,678,100
$
3,678,100
161
CONSTRUCTION TAX
-
20,000
-
20,000
162
INFORMATION TECHNOLOGY
-
-
280,000
280,000
169
PARK ACQUISITION
-
-
200,000
200,000
170
PARK DEDICATION FEES "A"
-
-
-
-
171
PARK DEDICATION FEES "B"
-
-
-
-
172
PARK DEDICATION FEES "C"
-
-
400,000
400,000
173
PARK DEDICATION FEES "D"
-
-
-
-
174
PARK DEDICATION FEES "E"
-
-
61,100
61,100
175
PARK DEDICATION FEES "F"
-
-
-
-
177
PARK DEDICATION FEES "H"
-
-
-
-
179
CIP - LRB 2020
21,000,000
21,000,000
TOTAL CAPITAL PROJECT FUNDS
$
-
$
20,000
$
25,619,200
$
25,639,200
61
CAPITAL
SALARIES & MATERIALS & PROJECTS &
BENEFITS SERVICES EQUIPMENT TOTAL
300 DEBT SERVICE -CITY
$
-
$
14,524,300
$
-
$
14,524,300
TOTAL DEBT SERVICE FUND
$
-
$
14,524,300
$
-
$
14,524,300
361 GENERAL AND AUTO LIABILITY
$
-
$
1,794,500
$
-
$
1,794,500
363 WORKERS' COMPENSATION
-
1,328,000
-
1,328,000
365 FLEET MANAGEMENT
102,200
1,301,200
-
1,403,400
368 RETIREMENT HEALTH SAVINGS PLAN
100,000
100,000
TOTAL INTERNAL SERVICE FUNDS
$
202,200
$
4,423,700
$
280,000
$
4,905,900
375 POLICE COMPUTER SERVICE GROUP
$
103,300
$
88,400
$
-
$
191,700
TOTAL ENTERPRISE FUND
$
103,300
$
88,400
$
-
$
191,700
810 REDEVELOPMENT OBLIGATION RETIREMENT
$
-
$
5,646,300
$
3,136,000
$
8,782,300
815 SUCCESSOR AGENCY ADMINISTRATION
48,900
70,000
131,100
250,000
853 COMMUNITY FACILITIES DISTRICT DEBT SERVICE
45,400
4,748,300
-
4,793,700
TOTAL PRIVATE PURPOSE TRUST FUNDS
$
94,300
$
10,464,600
$
3,267,100
$
13,826,000
62
2018-19
2019-20
2019-20
2020-21
2021-22
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
EXPENSE
EXPENSE
BUDGET
BUDGET
BUDGET
Personnel Services
$
65,447 $
51,929 $
50,630 $
51,251
$ 51,200
Materials & Services
15,256
12,519
18,300
19,000
19,000
Capital Assets
-
-
-
-
Allocations
• r $
70,251
$ 70,200
Personnel Services
$
964,335 $
665,835 $
679,125 $
663,092
$ 555,900
Materials & Services
113,287
58,170
68,398
60,015
59,700
Capital Assets
-
-
-
-
-
Allocations
47,973
35,458
23,951
85,442
808,549
85,400
$ 701,000
Personnel Services
$
- $
- $
- $
-
$ -
Materials & Services
590,366
528,910
537.000
535,000
535.000
Capital Assets
-
-
-
-
-
Allocations
Subtotal City Attorney (1 •r
90,366 $
528,910
00
iii
iii
Personnel Services
$
174,932 $
184,198 $
170,055 $
-
$ -
Materials & Services
17,052
13,273
20,462
-
Capital Assets
-
-
-
-
-
Personnel Services
$
239,124
$ 269,269
$ 285,745
$ 335,875
$ 241,000
Materials & Services
259,864
286,402
50,798
321,353
116,200
Capital Assets
-
-
-
-
-
Allocations
21,941
16,217
10,954
21,132
i
21,100
$ 378,300
Personnel Services
$
1,746
$ -
$ -
$ -
$ -
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Personnel Services
$
1,138,280
$ 1,277,896
$ 1.206.381
$ 1,173.864
$ 1.167.700
Materials & Services
1,119,648
905,186
1,040,318
750,810
765,000
Capital Assets
-
-
-
-
-
Allocations
91,510
67,637
45,687
63,863
63,900
Personnel Services
$
431,630
$ 503,763
$ 482,386
$ 441,248
rr
$ 341,800
Materials & Services
613,622
719,287
860,705
887,713
887,200
Capital Assets
-
-
-
-
-
Allocations
Subtotal Information Technology (1340)
$
3,313
0
2,434
2,027
716
0
Personnel Services
$
232
$ 724
$ 1,527
$ 1,257
$ 1,600
Materials & Services
-
-
-
-
-
Capital Assam
-
-
-
-
-
Allocations
0
Personnel Services
$
468,035
$ 469,954
$ 517,975
$ 568.552
$ 456,700
Materials & Services
286,959
372,432
272,208
183,731
183,700
Capital Assets
-
-
-
-
-
Allocations
22,019
16,274
66
10,993
24,229
24,200
•10
Personnel Services
$
4,476
$ 4,113
$ 4,633
$ 4,620
$ 4,600
Materials & Services
-
-
-
-
-
Capital Assam
-
-
-
-
-
Allocations
I
$ 4,600
Personnel Services
$
521,987
$ 463,884
$ 479,375
$ 417,365
$ 349,200
Materials & Services
42,203
14,765
20,760
16,450
17,700
Capital Assets
-
-
-
-
-
Allocations
20,589
27,746
18,742
13,949
14,000
:r90
Personnel Services
$
4,113,361
$ 4,854,818
$ 4,453,901
$ 5,002,867
$ 3,889,300
Materials & Services
1,211,656
1,166,370
1,221,520
1.012.250
1,012,300
Capital Assets
-
-
-
-
-
Allocations
20,786
30,314
36,689
26,273
27,800
63
2018-19
ACTUAL
EXPENSE
2019-20
ACTUAL
EXPENSE
2019-20
ADOPTED
BUDGET
2020-21
ADOPTED
BUDGET
2021-22
PROPOSED
BUDGET
Personnel Services
$ 533,768 S
598,347 S
620,255 $
628,223 $
522,600
Materials & Services
-
-
-
-
-
Capital Assam
-
-
-
-
-
Allocations
Personnel Services
$ 1,898,399 $
2,044,970 $
2,186,557 $
1,985,900 $
0
1,669,400
Materials & Services
-
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
-
-
-
-
-
Personnel Services $ 13,429,824 $ 13,824,134 $ 13.762,966 $ 14.301.611 $ 10.335.800
Materials & Services - - - - -
Capital Assets - - - - -
Personnel Services $ 1,537,083 $ 1,530,731 $ 1,291,050 $ 1,503,627 $ 1,007,700
Materials & Services - - - - -
Capital Assam - - - - -
Allocations 3,867 2,453 1,121 3,317 3,300
Personnel Services $ 105,044 $ 250,206 $ 164,073 $ 290,872 $ 286,000
Materials & Services - 2,355 - 6,000 3,800
Capital Assets - - - - -
Allocations
Personnel Services $ 4,836,929 $ 4,298,997 $ 4.426.642 $ 3,603,998 $ 2,849,700
Materials & Services - - - - -
Capital Assets - - - - -
Allocations 201,865 191,721 111.396 147,799 95,000
9 :i 0
Personnel Services $ 1,400,766 $ 1,475,969 $ 1,187,324 $ 1,362,155 $ 1,096,900
Materials & Services - - - - -
Capital Assets - - - - -
Allocations
90
Personnel Services
$ 18,315,252 $
19,840,198 $
18,682,177 $
17,737,598 $
14,768,500
Materials & Services
1,212,465
1,060,155
856,890
1,091,527
1,052,400
Capital Assets
-
231,058
-
-
-
Allocations
1,125,358
1,132,365
597,314
977,440
977,500
Personnel Services $ 95,765 $ 121,049 $ 124,401 $ 125.852 $ 108,400
Materials & Services 63,198 54,542 111,553 69,700 64,700
Capital Assets - - - - -
Personnel Services $ 144 $ 5,559 $ - $ - $ -
Materials & Services 14,619 17,544 19,100 19,150 17,700
Capital Assets - - - - -
Allocations
rr
Personnel Services $ 207,124 $ 123,606 $ 115,243 $ 140,972 $ 110,600
Materials & Services 15,701 2,832 3,473 2,973 3,100
Capital Assets - - - - -
Allocations 53,251 53,300
i
Personnel Services $ 381,713 $ 194,114 $ 80,749 $ 119,147 $ -
Materials & Services 107,682 946,108 384,700 942,300 942,300
Capital Assets - - - - -
Allocations 3,800 11,326 3,069 1,179 6,100
0
Personnel Services
$ 123,670 $
14,313 $
48,887 $
34,041 $ -
Materials & Services
38,029
49,045
56,766
99,727 98,700
Capital Assets
-
-
-
- -
Allocations
5,675
5,992
2,204
2,557 2,600
i
64
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services
$
309,893
$ 223,925
S 151.571
$ 108,570
$
100,300
Materials & Services
57,012
44,117
76,245
74,200
74,500
Capital Assets
-
-
-
-
-
Allocations
22,346
15,283
15,393
11,217
11,200
Personnel Services
$
188,997
$ 89,769
$ 123,012
$ 87,097
$
64,900
Materials & Services
1,227,040
1,338,181
1,370,437
1,007,131
1,661,600
Capital Assets
-
-
-
-
-
Allocations
Subtotal Park Maintenance (4142)
$
88,819
r.
48,245
82,157
0.
76,133
$ 1,170,361rr
76,200
Personnel Services
$
345,798
$ 264,713
$ 240,678
$ 246,069
$
85,900
Materials & Services
708,799
771,877
787,792
827,969
837,800
Capital Assets
-
-
-
-
-
Allocations
92,065
68,047
48,243
36,669
36,700
Personnel Services
$
97,490
$ 105,011
$ 114,434
$ 75,592
$
150,800
Materials & Services
14,616
13,533
38,000
38,000
38,000
Capital Assets
-
-
-
-
-
Allocations
80
Personnel Services
$
7,969
$ 13,410
$ 11,715
$ 6,593
$
3,700
Materials & Services
17,835
5,523
8,100
8,900
8,900
Capital Assets
-
-
-
-
-
Allocations
rr
Personnel Services
$
7,203
$ 372
$ -
$ -
$
-
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Personnel Services
$
2,417
$ 1,449
$ 4,256
$ 2,020
$
3,700
Materials & Services
-
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
r
$
3,700
Personnel Services
$
279,865
$ 213,417
$ 220,287
$ 220,948
$
136,300
Materials & Services
42,136
41,117
59,460
16,630
16,600
Capital Assets
-
-
-
-
-
Allocations
81,988
67,081
40,860
10,936
10,900
Subtotal Community Services Administration (5110)
$
403,989
$ 321,615
$ 320,607
800
Personnel Services
$
87,217
$ 78,081
$ 115,531
$ 141.461
$
138,200
Materials & Services
25,411
15,969
34,766
20,435
20,500
Capital Assets
-
-
-
-
-
Allocations
-
-
-
-
-
Personnel Services
$
126,607
$ 97,583
$ 116,207
$ 142,186
$
140,100
Materials & Services
20,639
14,019
23.618
20.918
21.000
Capital Assets
-
-
-
-
-
Allocations
i
Personnel Services
$
1,371
$ 759
$ -
$ -
$
-
Materials & Services
77
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Personnel Services
$
104,767
$ 83,720
$ 117,155
$ 142.747
$
140,600
Materials & Services
10,917
5,310
12,535
11,795
12,200
Capital Assets
-
-
-
-
-
Allocations
89,030
$ 129.690
$ 154,542
$
152,800
Personnel Services
$
15,235
$ 12,110
$ .
$ 10,407
$
19,900
Materials & Services
-
8,084
83.241
-
7.500
Capital Assets
-
-
-
-
-
Allocations
0
65
2018-19
2019-20
2019-20
2020-21
2021-22
ACTUAL
ACTUAL
ADOPTED
ADOPTED
PROPOSED
EXPENSE
EXPENSE
BUDGET
BUDGET
BUDGET
Personnel Services
$
203,906
$ 197,554 S
225,170
$ 321.173
$ 299,900
Materials & Services
206,928
181,457
243,420
258,340
258,500
Capital Assets
-
-
-
-
-
Allocations
is
r
•r
ii
Personnel Services
$
52,312
$ 53,168 $
51,804
$ 54,497
$ 43,600
Materials & Services
643
138
2.500
2,500
2.500
Capital Assets
-
-
-
-
-
Allocations
858
1,012
1,000
rr
Personnel Services
$
120,701
$ 125,775 $
122,174
$ 139,650
$ 121,900
Materials & Services
82,674
48,749
110,560
110,560
110,600
Capital Assets
-
-
-
-
-
Allocations
Subtotal Recreation Classes (Shado..
"
Personnel Services
$
489
$ - $
-
$ -
$ -
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
-
-
-
-
-
Personnel Services
$
3,694
$ -
$ -
$ -
$
-
Materials & Services
-
-
-
-
-
Capital Assam
-
-
-
-
-
Allocations
Personnel Services
$
280,333
$ 306,132
$ 268,294
$ 311,000
$
276,600
Materials & Services
65,233
57,786
68,180
68,180
68,200
Capital Assets
-
-
-
-
-
Allocations
Personnel Services
$
-
$ 108
$ -
$ -
$
-
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Subtotal Senior Center Rentals (5182)
$
$ 108
S
$
$
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials&Services
522,040
895,000
690.000
921,850
605,000
Capital Assets
-
-
-
-
-
Allocalions
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials & Services
-
-
-
-
Capital Assets
303,454
-
-
-
-
Allocations
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials & Services
1,538,629
4,000
-
-
Capital Assets
-
-
-
-
-
Allocations
Transfer Out
Subtotal Transfer Out • it
$
121
$ 1,474,057
i57
$ 578.918
$ 578,918
$ 1.620.322
$ 1,620,322
$
$
13.782.200
13,782,200
141
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services
$ 50,690 $
12,672 $
- $ - $ -
Materials & Services
48,993
132,642
- - 315,000
Capital Assets
180,533
376,866
- - 615,000
Allocations
Subtotal Police Administration (3110)
$ 280,216 $
522,180930,000
Personnel Services
$ - $
- $
- $ - $ -
Materials & Services
-
-
- - -
Capital Assets
437,351
3,115
- - 35,000
Allocations
-
-
- - -
Personnel Services $ - $ - $-
Materials & Services 317,123 642,934 - - 665,000
Capital Assets - 73,682 - - 60,000
Allocations - - - - -
Personnel Services $ 155,783 $ 163,061 $ - $ - $ 250,000
Materials & Services 27,516 10,827 - - 40,000
Capital Assets 114,330 90,915 - - 500,000
Allocations - - - - -
Personnel Services $ - $
Materials & Services - - - Capital Assets 2,313 - - -
Allocations - - - -
Personnel Services $ - $-
Materials & Services - - - - -
Capital Assets 22,640 - - - 250,000
Allocations - - - - -
Personnel Services
Materials & Services
Capital Assets
Allocations
Subtotal Special Enforcement Team (3131)
$
$
- $
56,803
-
_
.r
-
78,046
67,339
$ - $
-
-
- $ -
- 115,000
- 150,000
"'
Personnel Services
$
- $
-
$ - $
- $ -
Materials & Services
-
-
-
-
Capital Assets
122,987
-
-
- -
Allocations
Personnel Services
$
- $
-
$ - $
- $ -
Materials & Services
-
-
-
-
Capital Assets
-
182,042
-
- -
Allocations
-
-
-
- -
Personnel Services
$
-
$ - $
- $
- $ -
Materials & Services
10,417
1,560
11,620
11,700 11,700
Capital Assets
-
-
-
- -
Allocations
5,302
401
5,644
401 400
0
Personnel Services
$
176
$ - $
- $
- $ -
Materials & Services
-
-
-
-
Capital Assets
4,295
-
-
- -
Allocations
Personnel Services
S
-
S - $-
Materials & Services
-
-
-
-
Capital Assets
16,780
-
-
- -
Allocations
I:)I
2018-19 2019-20 2019.20 2020.21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 176,593 144,040 - 40,000 -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations 11,073
Personnel Services S - S - $ - $ - $ -
Materials & Services 2,233,992 2,249,309 2,236,500 2,318,000 2,040,000
Capital Assets - - - - -
Allocations 7,026 5,938 1,183 5,938 5,900
Personnel Services
$
3,106
$ 63
$ -
$ -
$ 700
Materials & Services
-
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
06
r
Personnel Services
$
8,713
$ 40,451
$ 47.773
$ 70.940
$ 10,300
Materials & Services
-
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Subtotal Transportation Planning i
40.451
$ 47,773
$ 70,940
10.300
Personnel Services
$
156,960
$ 104,137
$ 115,162
$ 172.555
$ 45,300
Materials & Services
62,633
465,134
334,850
34,850
310,500
Capital Assets
-
-
-
-
-
Allocations
_
_
450,012
4
800
Personnel Services
$
103,307
$ 108,847
$ 95.607
$ 96.365
$ 79,000
Materials B Services
1,877
455
4,900
4,150
1,200
Capital Assets
-
-
-
-
-
Allocations
Subtotal Program Administration (5120)
$
122,894
i.
112,460
40.652
128.231
128.300
208,500
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials & Services
210,915
227,405
248,700
255,200
252,600
Capital Assets
-
-
-
-
-
Allocations
36,949
33,611
68.065
35.423
290,623
35.400
: I10
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials & Services
314,967
274,752
404,400
416,200
461,000
Capital Assets
-
-
-
-
-
Allocations
Subtotal r-
52,294
40,387
61.303
43.334
43.300
i
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials & Services
61,486
61,396
75,000
75,000
75,000
Capital Assets
-
-
-
-
-
Allocations
_
_
75,000
000
000
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials & Services
38,947
23,641
80,000
80,000
80,000
Capital Assets
-
-
-
-
-
Allocations
_
_
80,000
000
80,000
I:f:1
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S - S - S - $ - $ -
Materials&Services 315,420 344,838 333,500 342,200 421,000
Capital Assets - - - - -
Allocations
Im
Personnel Services $ - S - $ - $ - $ -
Materials & Services - - - - -
Capital Assets - - 25,000 10,000 -
Allocations
Personnel Services $ - S - $ - $ - $ -
Materials & Services - - - - Capital Assets - - 75,000 - -
Allocations
Subtotal Parks (7004) $ " 00
Personnel Services $ 864 $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 7,161 188 700,000 200,000 -
Allocations
Fund 122 Subtotal $ 1,498,483 $ 1,837,764 $ 2,709,912 $ 1,964,448 $ 1,943,600
Personnel Services $ - $ - S - $ - $ -
Materials & Services 2,458 2,983 2.500 3,000 3.500
Capital Assets - - - - -
Allocalions
i $ 3,000 $ 3,500
Personnel Services
$ 114,124 $ 41,556 $
34,104 $
76,523 $ 62,400
Materials & Services
12,409 64,941
29.700
4.700 75,000
Capital Assets
- -
-
- -
Allocations
3,261
i..97 $
283
64is
281
i. .00
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 371,512 372,628 397,637 417,266 461,600
Capital Assets - - - - -
Alloca6ons 16,909 12,498 8,442 13,416 13,400
406,079 $ 430,682000
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 167,936 164,228 175.000 207,000 238.900
Capital Assets - - - - -
Alloca6ons 12,321
Personnel Services
$ 462,799 $
464,253 $
426,511 $
606,186 $ 228,100
Materials & Services
194,252
169,211
260.613
269,693 270.000
Capital Assets
-
143,784
-
- -
Allocations
442,655
591,089
377,258
622,102 622,100
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 235,174 253,169 240.000 264,000 264,000
Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - 1,018,921 - - 240,000
Allocations
Personnel Services
Materials & Services
Capital Assets
Allocations
90,000 90,000
1*1
2018-19 2019-20 2019.20 2020.21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
rr Irr
Subtotal Transfer Out(9500) $ - $ - $ - $ - $ 100,000
Personnel Services $ - $ - $ - $ - $ -
Matenes & Services 649 1,560 - - 9,400
Capital Assets - - - - -
Allocations
.i S $ $ 9,400
Personnel Services $ 1,260 $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assets 128,497 994 70,000 70,000 70,000
Allocations
MMMIE���70,000 70,000 70,000
Personnel Services
$ 92,498 $
91,010 $
88.624 $
141.071 $
119.200
Materials & Services
20,839
14,661
36,952
36,952
37,000
Capital Assets
-
-
-
-
-
Allocations
17,806
14,829
25.971
16,694
16,700
90
Personnel Services
$
- $
- $
- $
- $ -
Materials & Services
-
18,809
-
-
Capital Assets
-
-
-
- -
Allocations
'•
Personnel Services
$
- $
- $
- $
- $ -
Materials & Services
-
-
-
-
Capital Assets
-
-
-
- -
Allocations
Personnel Services
$
- $
- $
- $
- $ -
Materials & Services
6,730
-
-
-
Capital Assets
-
-
-
- -
Allocations
Subtotal Asset Forfeiture - Treasury (3118)
$
6,730 $
$
$
$
Personnel Services
$
- $
- $
- $
- $ -
Materials&Services
8,595
10,170
-
-
Capital Assets
-
-
-
- -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 169 - - 324,800
Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 5,475 40,604 - - 105,300
Capital Assets - - - - -
Allocations
V(11
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services
S
-
S -
S -
$ -
$
-
Materials&Services
10,000
9,977
10,000
10,000
10,000
Capital Assets
-
-
-
-
-
Allocations
-
-
-
r irr
Personnel Services
$
21,104
S 22,341
$ 20,118
$ 21,443
$
16,300
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Subtotal Investigations (3130)
$
r.
rr
Personnel Services
$
73,975
$ 102,963
$ 117,792
$ 126,516
$
100,600
Materials & Services
8,805
7,882
26,822
25,150
25,300
Capital Assets
-
-
-
-
-
Allocations
57,466
116,116
26,386
12,334
12,300
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials & Services
91,208
90,765
92,260
60,000
93,000
Capital Assets
-
-
-
-
-
Allocations
1'
S 90,765
$ 92,260
$ 60000
rrr
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials & Services
5,490
3,630
6,000
5,000
5,000
Capital Assets
-
-
-
-
-
Allocations
"r
Personnel Services
$
-
$ 66
$ -
$ -
$
-
Materials & Services
-
-
-
-
-
Capital Assets
73,954
52,120
455,805
100,000
100,000
Allocations
Subtotal Buildings 001)
$
73,954
$ 52,186
$ 455,805
$ 100,000
Ir 000
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials & Services
-
-
-
-
-
Capital Assets
-
-
-
-
1,000,000
Allocations
Personnel Services
$
1,245
$ -
$ -
$ -
$
-
Materials & Services
-
-
-
-
Capital Assets
432,149
-
100,000
100,000
600,000
Allocations
... i i
i i r i i
_LLLbLii{9TiLTSd
Yu a 1J1 Subtotal S tbu.u(i S 44b.UJJ S abb.163 S 4bU,44J S Z,J9z.buu
138 -Alcoholic Beverage Control Grant
Materials & Services
Capital Assets
Allmations
Subtotal Police Administration (3110) $ - $ - $ - $ - $
Fund 138 Subtotal S - S - S - $ - $
140 Surface Transportation Program Loeal
Materials & Services -
Capital Assets
.r 3,522 875,000 2,479,200
Subtotal Streets (7005) $ 36,635 $ 3,522 $ - $ 875.000 $ 2,479,200
Subtotal Transfer Out(9500) r - S - $ - $ - $
(Fund 140 Subtotal S 36.635 S 3,522 S - $ 875,000 $ 2,479,200
Personnel Services
$ 13,367 $
20,831 $
18.777 $
21.286 $ 16,800
Materials & Services
6,701
4,027
19,000
19,000 19,000
Capital Assets
-
-
-
- -
Allocations
Subtotal r-
8,542
i $
4,374
29,232 $
7.297
45,074i
6,834
800
71
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services $ - S - S - $ - $ -
Materials & Services - - - - -
Capital Assets 11,530 177,365 - - 550,000
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 10,022 15,553 15,800 15,732 50,700
Capital Assets - - - - -
Allocations
800 $ 15,732 $ 50,700
Personnel Services $ 129,160 $ 145,880 $ 153,617 $ 169,643 $ 133,900
Materials & Services 77,997 192,205 82.360 82,360 117,200
Capital Assets - - - - -
Allocalions 44,382 44,400
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assam 37,250 - - - -
Allocations
I
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 28,975 20,434 29,118 42,000 27,300
Capital Assets - - - - -
Allocations 1,466 1,680 1,700
Personnel Services $ - $ - $ - $ - $ -
Materials&Services 3,000 2,000 3,000 1,000 1,500
Capital Assets - - - - -
Allocations
Subtotal Jai 1 (3115) 3,000 $ 2,000110 110 $ 1,500
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 1,435 - - - -
Allocations
Personnel Services $ 529,466 IS 704,586 IS 786,000 $ 793,636 $ 810,000
Materials & Services - - - - -
Capital Assam - - - - -
Allocations
IA
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
155 - Community Oriented Policing Services
Personnel Services $ 53,681 $ 3,575 $ - $ - $ -
Materials & Services 143,834 78,506 - - 108.400
Capital Assets 27,424 100,579 - - 84.000
Allocations
'r
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 2,341 - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 15,385 26,983 27,000 28,000
Capital Assets - - - - -
Allocations 1.168 930
r
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 28,502 - - - Capital Assam - - - - -
Allocations
i
Personnel Services $ 2,306 $
Materials & Services 7,151
Capital Assets -
Allocations -
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 60,997 - - - -
Allocations
DispatchSubtotal
Personnel Services $ 91 $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assets 942 - - - 3,269,500
Allocations - - - - -
Personnel Services $ 297 $ - $ - $ - $ -
Materials & Services - - - - Capital Assam 53,230 274,762 - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assam - - - - 408,600
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
_ Subtotal •
73
2018-19 2019-20 2019.20 2020.21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Subtotal Transfer Out(9500) $ - 5 11,858 $ - $ - $
Personnel Services $ - $ - $ - $ - $ -
Materials 8 Services 16,290 10,680 20,000 20,000 20,000
Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials 8 Services - - - - Capital Assets 68,555 - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials 8 Services - - - - Capital Assets 564,787 59,473 - - 280.000
Allocations
Subtotal General " 280,000
1
Personnel Services $ - $ - $ - $ - $ -
Materials 8 Services - - - - Capital Assets - - - - -
Allocations
Personnel Services S - S - S-
Materials 8 Services - - - - Capital Assets 38,255 - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials 8 Services 613,116 - - - Capital Assets - - - - -
Allocations
Subtotal Community Services Administration (5110) $ 613,116 $ $ $ $
Personnel Services -
Materials 8 Services - - - - -
Capital Assets - - - - 200,000
:r
Subtotal Transfer Out(9500) $ - $ - $ 921,680 $ - $
Personnel Services
Materials 8 Services
Capital Assets
Allocations
74
2018-19 2019-20 2019.20 2020.21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
171 - PDF B Palm View
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - Capital Assets 38,500 65 - - 400,000
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
Subtotal Transfer Out (9500) $ - $ - $ - $ - $
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assets 29,499 - - - 61,100
Allocations
" "
Personnel Services $ - $ - $ - $ - $ -
Matenals & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ 1,099 $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - 300.000 -
Allocations
Transfer • Subtota Transfer Out $ - $ - $ - $ - $
Personnel Services
Materials & Services
Capital Assets
Allocations
Subtotal Transfer Out(9500) $ - $ - $ - $ - $
►67
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S - S - $ - $ - $ -
Materials & Services - - - - -
Capital Assets - - - - 21,000,000
Allocations
, nmmmii
Personnel Services
$
-
$-
Materials & Services
-
-
-
-
3,200
Capital Assets
-
-
-
-
-
Allocations
Personnel Services
$
80,366
$ 85,430
S 79,180
$ 99,572
$
37,200
Materials & Services
150,308
165,059
215,377
224,528
237,200
Capital Assets
-
-
-
-
-
Allocations
Subtotal r
43,512
51,533
41,969
56,966
57,000
ii
Personnel Services
$
-
$ -
$ -
$ -
$
-
Materials & Services
10,000
10,000
10,000
10,000
10,000
Capital Assets
-
-
-
-
-
Allocations
-
-
-
-
-
Personnel Services $ 60 $
Materials & Services -
Capital Assets 105,700
Allocations -
Subtotal Transfer Out(9500) $ - $ - $ - $ - $
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - 2,600
Capital Assets - - - - -
Allocations
Subtotal r 00
Personnel Services $ 49,748 $ 57,940 $ 54,819 $ 70,478 $ 57,100
Materials & Services 30,181 37,137 71,931 77,133 95,700
Capital Assets - - - - -
Personnel Services $ - $ - $ . $ . $ -
Materials&Services 2,000 2,000 5,000 5,000 5,000
Capital Assets - - - - -
Allocations
Subtotal •r ,000 $ 2,000000 000 III
Personnel Services $ 60 $-
Materials & Services - - - - Capital Assam 173,160 - - - -
Allocations
Transfer out $ • rrr •rrr rrr rrr rrr
Subtotal Transfer Out(9500) $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000
VIW
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services $ - S-
Materials & Services - - - - 5,200
Capital Assets - - - - -
Allocations
Personnel Services
$ 11,576 $
15,749 $
17.413 $
23.052 $ -
Materials & Services
43,205
49,536
49,950
50,805 50,700
Capital Assets
-
-
-
- -
Allocations
r
11,052
11,279
8.855
11,174 11.200
•0
Personnel Services
Materials & Services
Capital Assets
Allocations
184 - Maintenance District #4
7,328 8,000 8,000 8,000 8,000
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - 4,000
Capital Assets - - - - -
Allocations
DistrictSubtotal r
Personnel Services
$ 114,994 $
126,359 $
118,071 $
142,347 $
116,700
Materials & Services
584,965
619,886
652,305
680,626
854,500
Capital Assets
-
-
-
-
-
Allocations
139,054
185,383
85,089
197,543
197,600
Subtotal r
80
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 70,438 75,000 75,000 75,000 75,000
Capital Assets - - - - -
Allocations
Subtotal •rES (4189) $ 70,438 $ 75,000000 000 00
Personnel Services $ 60 $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 100,228 219,652 - - -
Allocations
" _
Subtotal Transfer Out(9500) $ - $ - $ - $ - $
Personnel Services -
Materials & Services - - - - 2.300
Capital Assets - - - - -
Allocations
r it
Personnel Services
$ 30,194 $
41,312 $
30,178 $
37,784 $
31,100
Materials & Services
84,679
72,673
88,401
99,336
107,900
Capital Assets
-
-
-
-
-
Allocalions
23,697
35,700
19,090
32,569
32,600
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 5,000 5,000 5,000 5,000 5,000
Capital Assets - - - - -
Allocations
Subtotal •r I0 00 ��� ��� 110
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assam 673 10,000 - - -
Allocations
►II
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Transfer out S
Subtotal Transfer Out (9500)
Personnel Services
$
-
$ -
$ -
$ -
S -
Materials & Services
-
-
-
-
2,400
Capital Assets
-
-
-
-
-
Allocations
r
it
Personnel Services
$
30,220
$ 45,209
$ 30,138
$ 36,711
$ 29,500
Materials & Services
81,738
60,678
90.166
101.556
105.100
Capital Assets
-
-
-
-
-
Allocations
Subtotal r
27,954
32,622
17,275
31,940
170,207
31,900
i
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials&Services
5,000
5,000
5.000
5.000
5.000
Capital Assets
-
-
-
-
-
Allocations
Subtotal •r
,000
$ 5,000000
000
III
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials & Services
-
-
-
-
Capital Assets
1,586
-
-
-
-
Allocations
Transfer out
$
-
$ -
$ -
$ -
$
Personnel Services
$
23,701
$ 27,582
$ 27.386
$ 23.898
$ 17.700
Materials & Services
12,540
4,738
9,355
9,355
20,100
Capital Assets
-
-
-
-
-
Allocations
94,963
73,806
1.765
Personnel Services
$
45,024
$ 59,658
$ 56.919
$ 61.868
$ 50.700
Materials &Services
274,876
291,211
382,110
524,044
523,100
Capital Assets
-
-
-
500,000
-
Allocations
11,776
8,704
5.879
19,908
I
19.900
$ 593,700
Personnel Services
$
23,986
$ 24,072
$ 32.258
$ 36.512
$ 37,000
Materials & Services
950,698
1,023,920
1,003,564
1,103,564
1,103,600
Capital Assets
-
-
-
-
-
Allocations
45,368
1,020,052
41,272
$ 1,089,264060,792
24.970
121.528
$ 1,261,604
121.600
$ 1,262,200
Personnel Services
$
-
$ -
$ -
$ -
$ -
Materials & Services
-
-
-
-
-
Capital Assets
-
-
-
-
500,000
Allocations
-
-
-
-
-
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 1,015 - - - Capital Assets - - - - -
Allocations
Personnel Services $ 40,307 $ 33,097 $ 34,095 $ 20,678 $ 16,400
Materials & Services - - - - -
Capital Assets - - - - -
Allocations
►[:1
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
XPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services
$ 282,580 $ 206,132 $
333,289 $
365,105 $
31,800
Materials & Services
62,405 11,895
31,330
31,330
122,000
Capital Assets
- -
-
-
-
Allocations
142,712 123.294
176,802
12,749
12,700
r
i•
it
Personnel Services
$ 612,657 $
575,538 $
- $ 760.361 $ 659,700
Materials & Services
106,643
132,762
290,152 175,210 171,200
Capital Assets
-
849,099
- - -
Allocations
343,436
269,776
201,881 201,900
Personnel Services $ - $ - $ - $ - $ -
Materials&Services 209,222 270,173 290,152 34,000 123,700
Capital Assets - - - - -
Allocations
Personnel Services $ 8,824 $ 1,597 $ - $ - $ -
Materials & Services - - - - -
Capital Assets 10,359 268,095 - 2,442.600 2.392,600
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 41,974 - - - -
Allocations 362
rr rrr
SubtotalT.ni r Out(9500) $ - $ - $ - $
Personnel Services $ - $ - $ - $ - $ -
Materials&Services 49,182 35,465 57800 59,624 59,600
Capital Assets - - - - -
Allocations
DistrictSubtotal Business Improvement
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 8,436 7,419 8,937 8,937 5,400
Capital Assets - - - - -
Allocations
Subtotal Debt •iii 40
Personnel Services $ - $ - $ - $ -
Materials & Services - - - -
Capital Assets - - - 1,000,000
Allocations - - - -
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - 290,200
Capital Assets - - - - -
Allocations
r,200
"
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assets - - - - 800,000
Allocations
'Subtotal Parks 00. _ - _ _ 800,000
Personnel Services
Materials & Services
Capital Assets
Allocations
120,000
IM
2018-19 2019-20 2019.20 2020.21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
205-Charter PEG
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 27,344 - - Capital Assets 138,993 - - - -
Allocations
Personnel Services $ - $ 14,447 $ - $ - $ 36,000
Materials & Services - 674 - - -
Capital Assets - - - - -
Allocations 4,170
Personnel Services $ 66,896 IS - $-
Materials & Services 104 - - - Capital Assets - - - - -
Allocations
• 000
Personnel Services $ - $ - $-
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
'Subtotal Public Arts Commission r
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets 1,&03,903 - - - -
Allocations
'Subtotal Police (3110) $ „_
8
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 83,710 - - Capital Assets - - - - -
Allocations
Personnel Services
Materials & Services
Capital Assets
Allocations
55 25
BiU
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S - S - S - $ - $ -
Materials&Services 3,642 1,453 - - Capital Assets - - - - -
Allocations
i
Personnel Services S - S - S - $ - $ -
Matenals & Services 2,020 84 - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 1,309 3,761 - - Capital Assets - - - - -
Allocations
Subtotal Community Services Administration (5110) $ 0
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 32,891 21,916 - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 38 - - - Capital Assets - - - - -
Allocations
Subtotal Recreation Services r
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
Subtotal Cameron Community Center (5164) $ . $ . $ $
Personnel Services $ - $ - $ - $ - $ -
Materials&Services 10,125 5,570 - - Capital Assets - - - - -
Allocations
Subtotal Trans $ - $ - $ - $ - $
Fund 220 Subtotal S 50.080 S 32,809 S - $ - $ -
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 524,513 557,616 547,822 583,190 583,200
Capital Assets - - - - -
Allocations
' "
Personnel Services $ -
Materials & Services 3,507
Capital Assets -
Allocations -
81
2018-19 2019-20 2019.20 2020.21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
XPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services
$
62,098
$ 83,777
$ 75,373
$
74,746
$
61,600
Materials & Services
919
-
5,000
5,000
5,000
Capital Assets
-
-
-
-
-
Allocations
35,034
39,329
34,574
63,966
64,000
130,600
Personnel Services
$
-
$ -
$ -
$
-
$
-
Materials & Services
134,219
145,052
158,300
162,500
168,000
Capital Assets
-
-
-
-
-
Allocations
0
Personnel Services
$
-
$ -
$ -
$
-
$
-
Materials & Services
-
-
50,000
100,000
100,000
Capital Assets
-
-
-
-
-
Allocations
Subtotal rial-A-Ride (5143)
$ 50,000
$
100,000
100,000
Personnel Services
$
11,494
$ -
$ -
$
-
$
-
Materials & Services
-
-
-
-
-
Capital Assets
354,496
2,463
1.000.000
991.232
891,200
Allocations
Personnel Services
$
3,748
$ 672
$ -
$
-
$
-
Materials & Services
-
-
-
-
-
Capital Assets
24,815
110,950
580.000
450,000
250.000
Allocations
Subtotal Traffic ii.
580,000
450,000
250,000
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 199,160 - - 156,300
Capital Assets - - - - -
Allocations
i
Personnel Services
Materials & Services
Capital Assets
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 27,196 - - - Capital Assets - - - - -
Allocations
Personnel Services $ 424,936 $ 283,209 $ 394,318 $ 418,364 $ 176,800
Materials & Services - - - - -
Capital Assam - - - - -
Allocations 19,703
438,067 i
WIA
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S 145,043 S 40,864 $ 154,773 $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations 7.686
Personnel Services
$
-
$ -
$ - $
-
$
-
Materials & Services
9,765
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Subtotal Public Works Program Administration (4190)
$
9,765
$
$ $
$
Personnel Services
$
2,190
$ -
$ - $
-
$
-
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
Personnel Services
$
-
$ 37,022
$ 30,135 $
45,803
$
37,400
Materials & Services
-
-
-
-
Capital Assets
-
-
-
-
-
Allocations
32,620
3,587
32,620
32,600
70,000
Personnel Services
$
2,029
$ 519
$ - $
-
$
-
Materials & Services
-
-
-
-
-
Capital Assets
24,411
1,383,175
-
478.000
180.000
Allocations
Subtotal Streets 005)
$
26,440
$ 1,383,694
$ $
478,000
$
180,000
Personnel Services
$
895
$ -
$ - $
-
$
-
Materials & Services
-
-
-
-
Capital Assets
22,140
-
-
450,000
426,000
Allocations
Personnel Services
$
-
$ -
$ - $
-
$
-
Materials & Services
-
-
-
-
-
Capital Assets
23,030
-
-
-
-
Allocations
Subtotal Vehicles ":
23,030
_
Personnel Services $ - $ - S 70,000 $ - $ -
Materials & Services - - - - Capital Assets - - - - -
Allocations 5,261
Personnel Services $ - $ - S - $ - $ -
Materials & Services - - - - -
Capital Assam - - - 580,000 400,000
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assets - - - 2,067,148 1,500,000
Allocations
Subtotal Streets " _ r 0 "'
83
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S 4,362 S 33,884 $ 70.000 $ - $ -
Materials & Services - 121 - - Capital Assets - - - - -
Allocations 6.862
Personnel Services S - S - $ - $ - $ -
Materials & Services - 699 - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - 62,535 - - Capital Assets - - - - -
Allocations
'Subtotal Rapid Rehousing/Homeless Programs (2255) S - S 62,535 S $ $
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 389,726 - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 26,406,605 3,762,725 3,826,085 3,788,OO6 14,524,300
Capital Assets - - - - -
Allocations - - - - -
r
Subtotal Transfer Out(9500) $ - $ - $ 1,903,794 $ - $
Personnel Services
$
- $
- $
- $
- $ -
Materials & Services
(2,286)
(26)
-
-
Capital Assets
-
-
-
- -
Allocations
Personnel Services
$
- $
- $
- $
- $ -
Materials&Services
4,249,219
6,960,398
2,297,100
2,203,000 1,794,500
Capital Assets
-
-
-
- -
Allocations
Subtotal Self Insurance r)
$
4,249,219 $
6,960,398 $
2,297,100 $
2,203,000 $ 1,794,501
Transfer out
$
- $
- $
- $
- $
Fund Jb1 Subtotal $ 4,246,933 $ 6,96U,372 $ 2,297,100 $ 2,203,000 $ 1,/99,UUU
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 1,120,263 2,456,291 1.962.755 2.947.500 1,328,000
Capital Assets - - - - -
Allocations
00 rrr
84
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S - S - S - $ - $ -
Materials&Services (10,457) (171,014) - - Capital Assets - - - - -
Allocations
r
Fund 363 Subtotal $ 1,109,806 $ 2,285,277 $ 1,962,755 $ 2,947,500 $ 1,328,000
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 7,151 1,500 - - Capital Assets - - - - -
Allocations
0
Personnel Services $ 116,612 $ 119,936 $ 119,243 $ 29,760 $ 102,200
Materials & Services 1,318,634 1,461,052 1.681.317 1.301.200 1.301,200
Capital Assets - - - - -
Allocations 4,712 6,547
Subtotal Transfer Out(9500) $ - $ 63,282 $ $ $
Personnel Services $ - $ - S - $ - $ -
Materials & Services - - - - Capital Assets - (19,628) - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials&Services 55,317 167,122 - - -
Capital Assets - - - - 280,000
Allocations
280,000
Transfer out $ 140,000
Subtotal Transfer Out(9500) $ 140,000 $ 2,792 $ - $ - $ -
Personnel Services $ 68,500 S 29,500 $ 101,500 $ 100,000 $ 100,000
Materials & Services - - - - -
Capital Assets - - - - -
Allocations
r ii i it it rir it rir
Fund 368 Subtotal $ 68,500 $ 29,500 $ 101,500 $ 100,000 $ 100,000 1
Personnel Services $ 965,945 $ 825,411 $ 1,468,664 $ 717,725 $ 103,300
Materials & Services 126,096 107,894 188.300 128,900 88,400
Capital Assets - - - - -
Allocations 171,652 297,334 125,440 200.573
Transfer out
Subtotal Transfer Out( $ - $ - $ - $
Personnel Services $ - $ - $ 267,910 $ - $ -
Materials&Services 1,067,074 864,401 464,548 947,066 1,137,900
Capital Assets - - - - -
Allocations
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services S 21,601 S 5,865 S-
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 7,340,537 5,851,120 3,180,200 6,570,401 4,508,400
Capital Assets - - - - -
Allocations - - - - -
Transfer Out 1,287,693
000
Subtotal Transfer Out(9500) $ - $ 01,314,727 $ 5,676,377 $ 2,972,538 $ 3,136,000
Personnel Services $ - 5 - 5 - $ - S -
Materials & Services - 900,000 - - Capital Assets - - - - -
Allocations
Subtotal Successor Administration (2210) S 900,000
Personnel Services $ - $ - $
Materials & Services (2,413,728) (811,192)
Capital Assets - -
Allocations - -
Personnel Services $ 50,606 $ 20,486 $ 10,227 $ 73,698 $ 48,900
Materials & Services 77,444 56,812 82,100 70,000 70,000
Capital Assets - - - - -
Allocations
Transfer out S 121,950 S 157,673 S 157,673 $ 106,302 $ 131,100
Personnel Services $ - $ - S - $ - $ -
Materials & Services 190 - - - Capital Assets - - - - -
Allocations
Personnel Services
$ 306,227 $
353,376 $
350,804 IS
517,654 IS 385,100
Materials & Services
46,008
48,648
71,934
154.014 181.400
Capital Assets
-
-
-
310,000 -
Allocations
14,786
53,191
59,420
r
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 45,548 67,978 - 379.396 379.400
Capital Assets - - - - -
Allocalions - - - - -
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 3,507 3,503 - 3,534 3,500
Capital Assets - - - - -
Allocations
Subtotal First Time Homebuyer Program (2241) $ 3,507 $ r-
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 5,696 - - - Capital Assets - - - - -
Allocations
Subtotal Rapid Reh a using/H care less Program (2255) $ 5,696 $ $ $ $
ecy
2018-19 2019-20 2019-20 2020-21 2021-22
ACTUAL ACTUAL ADOPTED ADOPTED PROPOSED
EXPENSE EXPENSE BUDGET BUDGET BUDGET
Personnel Services $ 124,183 $ 189,368 S 207722 $ 204,251 $ 218,600
Materials & Services - - - - Capital Assets - - - - -
Allocations
Personnel Services $ - $ - $ - $ - $ -
Materials & Services - - - - -
Capital Assets - - - - -
Allocations
LUMUMMUL
853 - Community Facilities District Debt Service
Personnel Services $ - $ - $ - $ - $ -
Materials & Services 25,000 - - - Capital Assets - - - - -
Allocations
Subtotal Redevelopment Administration (2210) S 00
Personnel Services $ - $ 239 $ - $ 45,214 $ 45,400
Materials & Services 5,182,489 9,769,750 5.462.100 4.656.485 4.748,300
Capital Assets - - - - -
Allocations
GRAND TOTAL $ 137,647,765 $ 126,770,689 $ 112,853,654 $ 121,329,559 $ 159,635,100
ru
Fund No. Fund Name Transfers Out Transfers In
110 General Fund 567,200
237 SB1 Road Maintenance Rehab 567,200
Transfer for MOE
110 General Fund 579,000
300 Debt Service - City 579,000
Transfer for LA Countv Auditor Controller Pavment
810 Redevelopment Obligation Retirement Fund 1,746,600
853 CFD Debt Service 1,746,600
Transfer for Debt Service - 1996 CFD Bonds
110 General Fund 1,861,100
300 Debt Service - City 1,861,100
Transfer for Debt Service - 2018(A&B) PFA Lease Revenue Bonds
110 General Fund 10,694,900
300 Debt Service - City 10,694,900
Transfer for Debt Service - 2020(A&B) Lease Revenue Bonds
182 Maintenance District#2 9,000
184 Maintenance District #4 9,000
Transfer for shared services
810 Redevelopment Obligation Retirement Fund 1,389,400
300 Debt Service - City 1,389,400
Transfer for Debt Service - Big League Dream Bonds
815 Successor Agency Administration 131,100
110 General Fund 131.100
Transfer for administrative costs related to Successor
110 General Fund 80,000
367 Vehicle Replacement 80,000
Transfer for Fire Chief Response Vehicle
Total $ 17,058,300 $ 17,058,300
eta
Administration
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.
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.
Ru
Administration
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.
he 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.
PIC
Administration
DIVISION OF INFORMATION TECHNOLOGY (DOIT)
MISSION STATEMENT: To serve the City of West Covina by providing
Information Technologies through proven best practices that are cost
effective, innovative, highly strategic and efficient; focused on supporting
the needs of the City, community and business.
nformation 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.
F:i1
Administration
RESIDENTS OF WESTCOVINA
Ctry COUNCIL
(ELECTED)
COMPUTER
SERVICES
TECHNICIAN
ASSISTANT CITY
MANAGER/COMMUNITY
DEVELOPMENT&PUBLIC
SERVICES
92
Administration
EXPENDITURES BY FUNDING SOURCE
CIP - Lease
Revenue Bond
2020
88
General Fund
10%
Community
Development Block
Grant
2%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Source of Funds:
$ 3,037,213
$ 2,645,546
$ 2,743,477
$ 2,535,200
General Fund
Community Development Block Grant
5,475
40,773
-
430,100
CIP- Lease Revenue Bond 2020
-
-
21,000,000
Sewer Maintenance
1,015
-
-
-
Fleet Manaciement
7,151
1,500
-
Total Source of Funds
$ 3,050,854
$ 2,687,819
$ 2,743,477
$ 23,965,300
F:B3
Administration
EXPENDITURES BY CATEGORY
Salaries & Benefits
4%
Total Material
Services
96%
2018-19
2019.20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 1,636,344
$ 1,288,768
$ 1,155,591
$ 948,900
Total Salaries & Benefits
Total Materials & Services
1,414,510
1,399,051
1,587,886
23,016,400
Total Source of Funds
$ 3,050,854
$ 2,687,819
$ 2,743,477
$ 23,965,300
PL!
Administration
FY 2021-22 GOALS AND OBJECTIVES
• Continue to address City's response to COVID-19 pandemic.
• Continue to seek a local health department to provide better services to the West
Covina community.
• Continue to partner with local agencies to address the growing needs of our
homeless constituents.
• Continue to foster volunteerism and sense of community with the Community
Services Group.
• Continue to support the business -friendly efforts of the Community Economic
Department (CED).
• Pursue development opportunities for the former BKK Landfill.
• Partner with Plaza West Covina mall owner(s) Pacific Retail Capital Partners and
Seritage Growth Properties, on the redevelopment of the Plaza West Covina mall.
• Continue to invest in Information Technology (I.T.) infrastructure to better provide
services and access to information for West Covina residents and businesses.
• Strive to complete the following projects from the City's IT Master Plan: Upgrade
City Land Management System, Update Fire & Police Geographic Information
Mapping in vehicle computers and continue Digital Conversion of Microfiche,
Microfilm, and Paper Documents
• Continue the Microsoft SQL Database Conversions.
• Survey City customers through Service Desk application for satisfaction.
• Identify new areas of redundancy or possible innovations to streamline process,
reduce costs, and add new beneficial services.
• Reach out to local organizations for more inter -organizational cooperation.
Administration
FY 2020-21 ACCOMPLISHMENTS
Responded to the COVID-19 Pandemic; established an emergency operation
center (EOC) to respond to pandemic, issued local emergency orders qualifying
City for federal/state reimbursements, obtained $1.3 million in CARES act funding,
partnered with the Altamed to establish a COVID-19 testing site in April utilizing
CBDG-COVID funds. Adjusted Senior Meal program to be responsive to pandemic
increasing program participants and adjusting delivery operations. Modified City
operations; closed City hall but continued to provide quality customer service and
increased online services. Garnered donations for Personal Protective Equipment
(PPE) through donations for the community. Implemented business programs
providing assistance during pandemic restrictions.
• Issued $204 million in Pension Obligation Bonds lowering interested from 7% to
3.5%. Over the life of the bonds the City will save approximately $53 million.
• Completed sale of Sunset Field to Emanate Health to support Queen of the Valley
Hospitals expansion efforts, including additional emergency rooms, new ICU
rooms, additional parking, and a state-of-the-art cancer treatment center
• Partnered with Starwood Retail Partners, LLC, on the redevelopment of the Plaza
West Covina mall.
• Continued a multi -city IT meeting with Covina, La Verne, Claremont, Irwindale,
Santa Fe Springs, and San Dimas to find opportunities to share information and
achieve common goals. This group also shared successes during the 2020 crisis
and helped each other keep business continuity going.
• Created process and integrated new technologies to implement online meetings
for staff, commissions, and City Council.
• Installed Crestron and BiAmp audio systems for streaming broadcasts of City
Council and Planning Commission Meetings. Also installed new secured network
domain system in City Council Chambers to make meetings more secure.
• Geographic Information Systems (GIS) completed new maps for the Police and
Fire vehicle computers and assisted with getting new system installed.
• Applied for and received the Senate Bill 2 grant for $310k to upgrade the City's
Land Management System.
• Setup work -from -home options as needed during the COVID-19 pandemic.
PM
Administration
• Completed more than 1529 break -fix requests throughout the City.
• Deployed a Virtual Domain Controller on Microsoft Hyper-V to support the
demand, business continuity and recovery.
• Deployed a ClearPass appliance offsite for network system failover.
• Enforced an effective Role -Based Access Control System using Microsoft best
practices.
• Created a new online Permit Payment system which works to bridge the Finance
Department and the Community Development permitting software.
PYA
Fund: General Fund
Department: Administration
Division/Program: City Council (110-1110)
EXPENDITURES
.... ..
...
.... ..
..
Salaries & Benefits
110.11.1110.5114
Elective/Appointive
45,890
45,890
46,342
45,890
45,890
43,462
45,900
110.11.1110.5XXX
Fringe Benefits
3,225
3,225
3,110
2,884
2,884
2,569
2,800
110.11.1110.5157
Retirement -PERS
1,515
1,515
2,477
2,477
2,477
2, 131
2,500
Subtotal
50,630
50,630
51,929
51,251
51,251
48,163
51,200
Materials & Services
110.11.1110,6041
Diaz Allowances
-
-
-
-
-
500
1,000
110.11.1110,6042
Tabatabai Allowances
-
-
-
-
-
810
1,000
110.11.1110,6043
Johnson Allowances
1,000
1,000
236
1,000
1,000
60
-
110.11.1110.6044
Lopez-Viado Allowances
1,000
1,000
316
1,000
1,000
500
1,000
110.11.1110,6045
Wu Allowances
1,000
1,000
931
1,000
1,000
100
1,000
110.11.1110,6046
Castellanos Allowances
1,000
1,000
202
1,000
1,000
300
1,000
110.11.1110,6047
Shewmaker Allowances
1,000
1,000
135
1,000
1,000
-
-
110.11.1110.6050
Conferences & Meetings
4,600
4,600
5,066
4,500
4,500
3,482
4,500
110.11.1110,6147
Cellular phones
2,700
2,700
149
2,700
2,700
1,200
2,700
110,11.1110,6270
Other Supplies/Materials
6,000
6,000
5,484
6,800
6,800
2,500
6,800
Subtotal 18,300 18,300 12,519 19,000 19,000 9,452 19,000
Capital Assets
Costs
:s & Benefits
50,630
50,630
51,929
51,251
51,251
48,163
51,200
anance & Operations
18,300
18,300
12,519
19,000
19,000
9,452
19,000
ted Costs
-
-
-
-
-
-
-
,lOutlay
-
-
-
-
-
-
-
Expendilures
68,930
68,930
64,448
70,251
70,251
57,615
70,200
N
Fund: General Fund
Department: Administration
Division/Program: City Manager (110-1120)
REVENUE
EXPENDITURES
110,11.1120.5111
Full Time Salaries
302,773
362,773
303,480
295, 187
295, 187
294,481
304,500
110,11.1120,5117
Premium Pay
1,196
1,196
1,200
1,196
1,196
1,125
1,200
110.11.1120,5121
Holiday Opt/NO PERS
-
-
-
-
-
1,470
-
110.11.1120.5124
Sick Leave Buyback
7,000
7,000
1,291
7,000
7,000
3,763
7,000
110.11.1120,5125
Vacation Buyback
25,000
25,000
5,715
25,000
25,000
13,773
25,000
110.11.1120.5XJV
Fringe Benefits
68,873
63,653
55,256
58,325
54,185
44,663
46,600
110.11.1120,5156-7
Retirement -PERS
24,559
24,559
26,431
30,138
30,138
18,067
25,100
110.11.1120,5160
Retiree Medical Benefit
34,000
34,000
42,056
34,000
34,000
46,052
34,000
110.11.1120,5168
Supplemental Retirement Plan
79,000
79,000
84,234
79,000
79,000
67,715
79,000
110.11.1120,5180
Leave Lump Sum
-
-
5,743
-
-
2,504
-
110.11.1120.5182
PERS Unfunded Liability Pmt
136,724
136,724
136,724
133,246
-
-
29,900
110,11.1120,5251
Auto Allowance
-
5,220
3,705
-
4,140
-
3,600
Subtotal 679,125 739,125 665,835 663,092 529,946 493,613 555,900
Materials & Services
110.11.1120.6030
Memberships
4,155
9,155
1,964
2,470
2,470
1,895
2,500
110.11.1110.6050
Conferences & Meetings
7,700
7,700
1,106
-
-
-
-
110.11.1120.6081
League of Calf Cities
29,500
29,500
1,444
30,944
30,944
1,444
31,000
110.11.1120.6084
SCAG
10,670
10,670
11,009
11,328
11,328
-
11,300
110.11.1120.6110
Professional Services
-
-
28,538
-
-
-
-
110.11.1120.6120
Other Contractual Services
2,500
2,500
-
2,500
2,500
-
2,500
110.11.1120.6147
Cellular Phones
1,100
1,100
1,741
600
600
600
600
110.11.1120.6170
Advertising & Publications
350
350
-
350
350
-
-
110.11.1120.6210
Office Supplies
4,000
4,000
2,641
4,000
4,000
2,000
4,000
110.11.1120.6214
Printing & Copying
523
523
142
523
523
100
500
110.11.1120.6270
Special Department Supplies
3,350
4,550
4,728
2,100
2,100
500
2,100
110.11.1120.6330
Equipment M & R
1,500
1,500
1,742
2,000
2,000
1,500
2,000
110.11.1120.6424
Capitalized Lease Payments
3,050
3,050
3,115
3,200
3,200
3,115
3,200
Subtotal 68,398 74,598 58,170 60,015 60,015 11,154 59,700
Capital Assets
Subtotal - - - - - - -
Allocated Costs
110,11.1120,8102 Property& Liability Ins Charges 23,951 23,951 35,458 85,442 85,442 85,442 85,400
Subtotal 23,951 23,951 35,458 85,442 85,442 85,442 85,400
SUMMARY
Revenue
-
-
-
-
-
-
-
Salaries & Benefits
679,125
739,125
665,835
663,092
529,846
493,613
555,900
Maintenance & Operations
68,398
74,598
58,170
60,015
60,015
11,154
59,700
Allocated Costs
23,951
23,951
35,458
85,442
85,442
85,442
85,400
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
771,474
837,674
759,463
808,549
675,303
590,209
701,000
Net Program Revenue/(Cost)
71,474
837,674
759,463
808,549
675,303
590,209
701,000
I
Fund: General Fund
Department: Administration
Division/Program: City Attorney (110-1140)
REVENUE
as & Benefits - - -
3nance 8 Operations 537,000 537,000 528,910
ted Costs - - -
ilOullay - - -
Expendilures 537,000 537,000 528,910
535,000 535,000 533,968 535,000
535,000 535,000 533,968 535,000
iGIf
Fund: General Fund
Department: Administration
Division/Program: Economic Development (110-1150)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
23,635 67,241
23,635 67,241
Hill
Fund: General Fund
Department: Administration
Division/Program: Information Technology (110-1340)
EXPENDITURES
110.11.1340.5111
Full Time Salaries
303,667
303,667
272,149
224,523
224,523
209,244
229,400
110.11.1340.5112
Part Time Salaries
-
-
27,255
33,394
33,394
20,316
33,400
110.11.1340.5113
Overtime
-
-
930
2,000
2,000
2,744
2,000
110.11.1340.5121
Holiday Opt - No PERS
-
-
-
-
-
1,120
-
110.11.1340.5124
Sick Leave Buyback
3,000
3,000
974
3,000
3,000
-
3,000
110.11.1340.5125
Vacation Buyback
-
-
3,908
-
-
-
-
110.11.1340.5XXX
Fringe Benefits
64,686
64,686
62,214
40,563
40,563
36,404
36,500
110.11.1340.5156-7
Retirement -PERS
23,739
23,739
22,962
25,413
25,413
15,994
21,200
110.11.1340.5180
Leave Lump Sum
-
-
26,077
-
-
-
-
110.11.1340.5182
PERS Unfunded Liability Pint
87,294
87,294
87,294
112,355
-
-
16,300
Subtotal 482,386 482,386 503,763 441,248 328,893 285,824 341,800
Materials & Services
110,11.1340,6011
Uniform
280
280
-
280
280
-
300
110.11.1340,6030
Memberships
160
160
130
160
160
130
200
110.11.1340,6120
Other Contractual Services
72,275
72,275
72,023
125,489
125,489
125,489
125,500
110.11.1340,6130
Service Contracts
250,520
250,520
220,893
270,383
270,383
270,383
270,400
110.11.1340,6141
Natural Gas
1,000
1,000
-
1,000
1,000
-
1,000
110.11.1340,6145
Telephone -Special Lines
32,590
32,590
26,242
32,590
32,590
26,242
32,600
110.11.1340,6147
Cellular Phones
7,500
7,500
4,012
8,300
8,300
6,018
8,300
110.11.1340,6150
Telephones
54,960
54,960
72,319
86,000
86,000
39,015
86,000
110.11.1340,6185
Network Maintenance
79,000
79,000
65,004
79,000
79,000
79,000
79,000
110.11.1340,6210
Office Supplies
2,100
2,100
1,496
2,100
2,100
1,371
2,100
110.11.1340,6215
Computer Supplies
2,000
2,000
1,451
2,000
2,000
1,163
2,000
110.11.1340,6270
Other Supplies/Materials
11,975
11,975
5,334
11,975
11,975
6,735
12,000
110.11.1340,6272
Software Licensing
138,545
138,545
133,834
165,556
165,556
165,556
165,500
110.11.1340,6319
Pool Car Usage
600
600
33
600
600
-
-
110.11.1340.6330
Equipment M & R
8,000
8,000
796
8,000
8,000
2,000
8,000
110.11.1340,6332
Radio & Communication M&R
35,000
35,000
9,468
35,000
35,000
2,000
35,000
110.11.1340,6334
Data Procesing Equipment
5,000
5,000
2,250
5,000
5,000
-
5,000
110,11.1340,6424
Capitalized Lease Payments
16,800
16,800
17,045
17,980
17,980
17,809
18,000
110,11.1340.6999
Non -Capital Equipment
142,400
143,448
86,956
36,300
36,300
3,820
36,300
Subtotal
860,705
861,753
719,287
887,713
887,713
746,731
887,200
Capeal Assets
110.11.1340.7130
Data Processing Equipment
-
-
-
-
-
-
-
Subtotal
Allocated Costs
110.11.1340.8104 Vehicle Maintenance Charges
428
428
2,304 716 716 - -
110.11.1340.8105 Fuel & Oil Charges
1,599
1,599
130 - - - -
Subtotal
2,027
2,027
2,434 716 716 - -
SUMMARY
•... -.
.-.
i
.... -.
.......
i
-.
... -.
Revenue
-
-
-
-
-
-
-
Salaries & Benefits
482,386
482,386
503,763
441,248
328,893
285,824
341,800
Maintenance & Operations
860,705
861,753
719,287
887,713
887,713
746,731
887,200
Allocated Costs
2,027
2,027
2,434
716
716
-
-
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
1,345,118
1,346,166
1,225,484
1,329,677
1,217,322
1,032,555
1,229,000
Net Program Revenue/(Cost)
1,345,118
1,346,166
1,225,484
1,329,677
1,217,322
1,032,555
1,229,000
Fund: Community Development Block Grant
Department: City Manager
Division/Program: Business Assistance Program (131-2232)
REVENUE
as 8 Benefits - - -
3nance 8 Operations - 169 169
ted Costs - - -
ilOullay - - -
Expendilures - 169 169
324,831 25,000
324,831 25,000
324,800
324,800
Hill
Fund: Community Development Block Grant
Department: City Manager
Division/Program: Home Improvement Program (131-2242)
REVENUE
as & Benefits - - -
3nance & Operations - 40,604 40,604
ted Costs - - -
ilOullay - - -
Expendilures - 40,604 40,604
105,331 40,500
105,331 40,500
105,300
105,300
ibL!
Fund: CIP - Lease Revenue Bonds 2020
Department: Administration
Division/Program: General (179-7003)
REVENUE
179.00.9300 Transfer In - - - - 1,000,000 1,000,000 -
COVID-19 Relief - - - - - 10,000,000 10,000,000
SUMMARY •... -. .-. i .... -. .-. ... -.
i
Revenue - - - - 1,000,000 11,000,000 10,000,000
Salaries & Benefits - - - - - - -
Mainlenance & Operations - - - - - - -
Allocated Costs - - - - - - -
Capital Outlay - - - - - - 21,000,000
Total Expenditures - - - - - - 21,000,000
Net Program Revenue/(Cost) 1,000,000 11,000,000 11,000,000
fiU1i
Fund: Maintenance District #1
Department: Administration
Division/Program: Information Technology (181-1340)
REVENUE
as & Benefits - -
3nance & Operations - 500
ted Costs - -
ilOullay - -
Expendilures - 500
HIR,
Fund: Maintenance District #2
Department: Administration
Division/Program: Information Technology (182-1340)
REVENUE
as & Benefits - -
3nance & Operations - 300
ted Costs - -
ilOullay - -
Expendilures - 300
`urj
Fund: West Covina Coastal Sage Scrub Community Facilities District
Department: Administration
Division/Program: Information Technology (183-1340)
REVENUE
as & Benefits - -
3nance & Operations - 200
ted Costs - -
ilOullay - -
Expendilures - 200
HIR
Fund: Maintenance District #4
Department: Administration
Division/Program: Information Technology (184-1340)
REVENUE
as & Benefits - -
3nance & Operations - 1,029
ted Costs - -
ilOullay - -
Expendilures - 1,029
`W1
Fund: Citywide Maintenance District
Department: Administration
Division/Program: Information Technology (188-1340)
REVENUE
EXPENDITURES
Adopted Amended Adopted Amended Projected Proposed
Salaries & Benefits
Budget Budget Actual Budget (12-31-20) Actual Budget
Subtotal
- - - - - - -
Materials & Services
188.11.1340.6999 Non -Capital Equipment
- 400 - - - - -
Subtotal
400 - -
Capital Assets
Subtotal
- - - - - - -
Allocated Costs
Subtotal
- - - - - - -
Grand Total
400
as & Benefits - -
mance & Operations - 400
ted Costs - -
ilOullay - -
Expendilures - 400
"llf,
Fund: Fleet Management
Department: Administration
Division/Program: Information Technology (365-1340)
REVENUE
EXPENDITURES
'•••ed Amended
Budget Budget
'•••ed Amended Projected Proposed
Actual Budget Actual Budget
Salaries & Benefits
(12-31-20)
Subtotal
- -
- - - - -
Materials & Services
365.13.1340.6999 Non -Capital Equipment
- 2,429
1,500 - - - -
Subtotal
- 2,429
1,500 - - - -
Capital Assets
Subtotal
- -
- - - - -
Allocated Costs
Subtotal
- -
- - - - -
Grand Total
2,429
1,500
as & Benefits
mane & Operations
ted Costs
l Outlay
Expenditures
2,429 1,500
2,429 1,500
ill
Page Intentionally Left Blank
112
City Clerk
CITY CLERK'S OFFICE
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.
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.
113
City Clerk
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.
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
schedule.
The department continues to improve efficiency and customer service through the
implementation of the Laserfich Electronic Document Management System (EDMS). The
implementation of Laserfiche will increase the accessibility to information for internal staff
and the public.
114
City Clerk
"Port -Time Positions
CITY CLERK
(ELECTED)
Mi
City Clerk
EXPENDITURES BY FUNDING SOURCE
General Fund
100%
Actual) Adopted) Proposed
of Funds:
General Fund
City Clerk
EXPENDITURES BY CATEGORY
Materials &
Services
36%
Salaries &
Benefits
64%
2018-99
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 239,124
$ 269,269
$ 335,875
$ 241,000
Total Salaries & Benefits
Total Materials & Services
281,805
302,618
342,485
137,300
Total Source of Funds
$ 520,929
$ 571,887
$ 678,360
$ 378,300
flirA
City Clerk
FY 2021-2022 GOALS AND OBJECTIVES
• 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.
• Provide excellent continued support to the City Council, staff and the public.
• 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.
• Work with City Departments and the US Census Bureau to adopt new district
boundaries.
FY 2020-2021 ACCOMPLISHMENTS
• Prepared, published, and distributed agendas and 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.
• Received, processed and responded to 426 Public Records Act requests
• Received and processed 38 claims for damages, 35 subpoenas, and 14 summons.
• Fulfilled duties as filing officer for campaign statements for officeholders, candidates,
and political action committees.
• Received and reviewed for completion Statements of Economic Interests for elected
officials, city commissioners, and designated employees pursuant to the Political
Reform Act.
• Continued to update the West Covina Municipal Code. Newly adopted ordinances
were posted on the City's website so current code information was continually
available.
• Continued to update City's website for all frequently asked questions for
contracts/agreements to further increase transparency.
• Served as the City's Election Official for the 2020 General Municipal Election.
• Updated the Cities Conflict of Interest policy.
Fund: General Fund
Department: City Clerk
Division/Program: City Clerk (110-1210)
10.12.1210.5111
Full Time Salaries
171,938
171,938
150,273
187,694
187,694
139,778
160,500
10.12.1210.5112
Part Time Salaries
-
-
5,075
13,000
13,000
5,354
13,000
10.12.1210.5114
Elective/Appointive
1.800
1,800
-
-
-
-
-
10.12.1210.5XXX
Premium Pay
-
-
-
1,800
1,800
-
-
10.12.1210.5124
Sick Leave Buyback
-
-
2,202
-
-
-
-
10.12.1210.5125
Vacation Buyback
7.500
7,500
2,447
-
-
1,302
-
10.12.1210.5XXX
Fringe Benefits
34,573
34,573
33,336
46,166
46,166
26,502
33,300
10.12.1210.5156-7
Retirement -PERS
13,883
13,883
13,140
16,412
16,412
12,370
13,400
10.12.1210.5160
Retiree Medical Benefit
5.000
5,000
4,950
5,000
5,000
4,763
4,800
10.12.1210.5180
Leave Lump Sum
-
-
6,796
-
-
-
-
10.12.1210.5182
PERS Unfunded Liability
51,051
51,051
51,051
65,803
-
-
16,000
10.12.1210.5999
Salary Savings
-
-
-
-
-
-
-
ublotal
285,745
285,745
269,269
335,875
270,072
190,070
241,000
laterials & Services
10.12,1210.6030
Memberships
825
825
-
825
825
300
800
10.12.1210.6050
Conferences & Meetings
500
500
940
500
500
500
500
10.12.1210.6118
Elections
3,200
283,200
224,500
287,000
287,000
287,000
32,000
10.12.1210.6120
Other Contractual Services
120
120
-
240
240
-
50,200
10.12.1210.6130
Service Contracts
24,155
64,155
45,772
12,060
12,060
10,088
12,100
10.12.1210.6170
Advertising & Publications
13,048
13,048
10,182
13,048
13,048
3,729
13,000
10.12.1210.6210
Office Supplies
1,500
1,500
1,319
1,500
1,500
1,378
1,500
10.12.1210.6214
Printing & Copying
1,000
1,000
-
1,000
1,000
264
1,000
10.12.1210.6270
Special Department Supplies
740
740
-
740
740
700
700
10.12.1210.6330
Equipment M & R
1,770
1,770
-
500
500
470
500
10.12.1210.6424
Capitalized Lease Payments
3,940
3,940
3,688
3,940
3,940
1,350
3,900
ubtotal 50,798 370,798 286,402 321,353 321,353 305,779 116,200
appal Assets
ubtotal - - - - -
dlocated Costs
10.12.1210.8102 Property& Liability Ins Charges
10.954
10,954
16,217
21,132
21,132
21,100
21,100
ublotal
10,954
10,954
16,217
21,132
21,132
21,100
21,100
hand Total
347,497
667,497
571,888
678,360
612,557
516,949
378,300
iUMMARY
•...
i
....
r
. -
...,
revenue
-
-
-
-
-
-
-
slates & Benefits
285,745
285,745
269,269
335,875
270,072
190,070
241,000
laintenance & Operations
50,798
370,798
286,402
321,353
321,353
305,779
116,200
(located Costs
10,954
10,954
16,217
21,132
21,132
21,100
21,100
spiral Outlay
-
-
-
-
-
-
-
otal Expenditures
347,497
667,497
571,888
678,360
612,557
516,949
378,300
119
Page Intentionally Left Blank
120
Finance
FINANCE DEPARTMENT
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.
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. The department consists of
two main functions.
Finance
Finance includes payroll, accounts payable, general accounting, financial reporting, grant
monitoring, budget and fixed assets. 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 manages debt, accounts receivable, cash receipting and the investment of
idle funds. It also oversees the business license function that is responsible for ensuring
that all businesses maintain a current business license and pay applicable taxes. 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.
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.
121
Finance
" Part -Time Positions
FINANCE DIRECTOR
iM
Finance
EXPENDITURES BY FUNDING SOURCE
CFD Debt Service
16%
Successor Agency
Administration
1%
Redevelopment
Obligation Retiremei
Fund
35%
<1%
General Fund
vice -City
4%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Source of Funds:
$ 2,351,184
$ 2,250,718
$ 1,988,537
$ 1,996,600
General Fund
Gasoline Tax
2,458
2,983
3,000
3,500
WC Community Services Foundation
55
25
-
-
Debt Service -City
26,406,605
3,762,725
3,788,006
14,524,300
Refiree Health Savings Plan
68,500
29,500
100,000
100,000
Redevelopment Obligation Retirement Fund
9,695,304
8,030,248
10,490,005
8,782,300
Successor Agency Administration
250,000
234,971
250,000
250,000
CFD Debt Service
5,207,489
9,769,989
4,701,699
4,793,700
Total Source of Funds
$ 43,981,595
$ 24,081,157
$ 21,321,.1
$ 30,450,400
123
Finance
EXPENDITURES BY CATEGORY
Total Debt
73%
Total Salaries &
n-rleil[s
Total Materials &
Services
17%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 1,259,132
$ 1,328,121
$ 1,392,776
$ 1,362,000
Total Salaries & Benefits
Total Materials & Services
3,792,832
3,369,442
4,913,579
5,307,400
Total Debt Service
38,929,631
19,383,594
15,014,892
23,781,000
Total Source of Fundsl
$ 43,981,595
$ 24,081,157
$ 21,321,247
$ 30,450,400
124
Finance
FY 2021-22 GOALS AND OBJECTIVES
• Coordinate the exchange of approximately $1.8 million in Proposition A funds with
another agency resulting in $1.35 million in revenue for the General Fund.
• Prepare a Comprehensive Annual Financial Report for the Fiscal Year ended June
30, 2021.
• Complete the Successor Agency reconciliation and secure repayment of all current
and past enforceable obligations.
• Develop a plan to begin addressing the City's Other Post -Employment Benefits
(OPEB) Liability.
• Create/update desk policies and procedures for each job function within the Finance
Department to assist with training and succession planning.
• Implement Fiscal Recovery Plan and submit to State Auditors.
FY 2020-21 ACCOMPLISHMENTS
• Coordinated the exchange of approximately $1.8 million in Proposition A funds with
another agency resulting in $1.35 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.
• Prepared Financial Recovery Plan and submitted to the State of California for review
and approval.
• Issued Pension Obligation Bonds to obtain lower costs of borrowing.
• Compiled data requested for CDBG grant audit.
• Continued updating processes and procedures to streamline functions for payroll and
cash receipts.
Fund: General Fund
Department: Finance
Division/Program: Finance Administration (110-1310)
REVENUE
i
110.13.4290
Other Licenses & Permits
-
-
593
-
-
320
300
110.13.4610
Business License Processing Fee
17,500
17,500
14,740
15,000
15,000
14,000
14,000
110.13.4641
Photocopying
100
100
4
-
-
-
-
110.13.4642
Returned Check Fee
Soo
Soo
914
200
200
200
200
110.13.4643
Street Address Change Review
200
200
800
200
200
800
200
110.13.4647
Misc Reimbursement
25,000
7,500
-
25,000
25,000
25,000
25,000
110.13.4660
Service Fee- Credit/Debit Cards
15,000
15,000
15,441
15,000
15,000
30,000
30,000
110.13.4818
Miscellaneous
200
200
25
-
-
-
-
Grand Total
58,500
41,000
32,517
55,400
55,400
70,320
69,700
EXPENDITURES
.,,, .,
,:
i
Salaries & Benefits
110.13.1310.5111
Full Time Salaries
702,692
702,692
603,308
593,491
593,491
560,567
721,600
110.13.1310.5112
Part Time Salaries
9,600
9,600
159,899
27,040
27,040
83,646
136,600
110.13.1310.5113
Overtime
3,963
3,963
1,649
2,000
2,000
-
2,000
110.13.1310.5XXX
Premium Pay
2,392
2,392
2,400
1,196
1,196
2,392
2,400
110.13.1310.5124
Sick Leave Buyback
6,000
6,000
3,751
3,800
3,800
-
3,800
110.13.1310.5125
Vacation Buyback
10,000
10,000
3,068
5,000
5,000
4,471
5,000
110.13.1310.5XXX
Fringe Benefits
174,278
174,278
182,711
172,425
172,425
172,425
168,100
110.13.1310.5156-7
Retirement -PERS
56,939
56,939
53,173
58,461
58,461
47,068
58,500
110.13.1310.5160
Retiree Medical Benefit
5,000
5,000
6,056
5,000
5,000
6,864
-
110.13.1310.5180
Leave Lump Sum
-
-
26,366
-
-
-
-
110.13.1310.5181-2
PERS Unfunded Liability Port
235,517
235,517
235,517
305,451
-
-
69,700
Subtotal
1,206,381
1,206,381
1,277,896
1,173,864
868,413
877,433
1,167,700
Materials & Services
110,13.1310,6030
Memberships
1,475
1,475
1,247
1,500
1,500
250
1,500
110.13.1310,6050
Conferences & Meetings
1,285
1,285
85
-
-
-
-
110.13.1310.6110
Professional Services
449,500
467,672
486,241
349,500
349,500
349,500
349,500
110.13.1310,6112
Accounting and Auditing
153,740
153,740
58,510
54,650
54,650
54,650
48,100
110.13.1310,6120
Other Contractual Services
14,410
14,410
11,129
14,410
14,410
14,410
14,400
110.13.1310,6130
Service Contracts
1,200
1,200
17,037
2,100
2,100
16,750
16,800
110.13.1310,6210
Office Supplies
4,750
4,750
6,376
4,750
4,750
4,750
4,800
110.13.1310,6213
Postage
40,400
40,400
17,401
20,400
20,400
31,275
25,400
110.13.1310,6214
Printing & Copying
1,200
1,200
1,541
1,200
1,200
1,200
1,200
110.13.1310,6275
Banking/Credit Card Fees
71,000
71,000
32,428
42,000
42,000
39,008
42,000
110.13.1310,6319
Pool Car Usage
50
50
-
-
-
-
-
110.13.1310.6330
Equipment M & R
3,000
3,000
2,776
3,000
3,000
3,166
3,000
110.13.1310,6341
Pars Health Admin Fee
25,000
25,000
16,869
20,000
20,000
18,159
20,000
110.13.1310,6342
Benefits Admin Fees
136,300
136,300
143,597
136,300
136,300
136,300
136,300
110.13.1310,6424
Capitalized Lease Payments
5,500
5,500
5,361
5,500
5,500
6,500
6,500
110,13.1310,6494
Property Tax
91,508
91,508
93,667
95,500
95,500
95,500
95,500
110,13.1310,6999
Non -Capital Equipment
40,000
40,000
10,921
-
-
-
-
Subtotal
1,040,318
1,058,490
905,186
750,810
750,810
771,418
765,000
Cap Bal Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
110.13.1310.8102
Property& Liability Ins Charges
45,687
45,687
67,637
63,863
63,863
63,863
63,900
Subtotal
45,687
45,687
67,637
63,863
63,863
63,863
63,900
Grand Total
2,292,386
2,310,558
2,250,719
1,988,537
1,683,086
1,712,714
1,996,600
SUMMARY...
-..-
.... -.
.-.
i
-.
....
Revenue
58,500
41,000
32,517
55,400
55,400
70,320
69,700
Salaries & Benefits
1,206,381
1,206,381
1,277,896
1,173,864
868,413
877,433
1,167,700
Maintenance & Operations
1,040,318
1,058,490
905,186
750,810
750,810
771,418
765,000
Allocated Costs
45,687
45,687
67,637
63,863
63,863
63,863
63,900
Total Expenditures
2,292,386
2,310,558
2,250,718
1,988,537
1,683,086
1,712,714
1,996,600
Net Program Revenue/(Cost)
2,233,886
2,269,558
2,218,202
1,933,137
1,627,686
1,642,394
1,926,900
IIPX.,,
Fund: General Fund
Department: Finance
Division/Program: Central Services (110-1350)
Salaries & Benefits
110.13.1350.5181-2 PERS Unfunded Liability Pmt
110.13.1350.5183 PERS UAL Pmt- Safety/Mist
& services
Costs
8 Benefits
rote 8 Operations
I Costs
Expenditures
185,582,240 184,454,053
11,870,931 -
197,453,171 194,454,053
197,453,171 194,454,053
197,453,171 184,454,053
Wit
Fund: General Fund
Department: Finance
Division/Program: Debt Service (110-9000)
EXPENDITURES c..
Salaries & Benefits
Subtotal - - - - - - -
Materials & Services
110.13.9000.6426 Ongoing Bond Costs - - 4,000 -
Subtotal - - 4,000 - - - -
Capital Assets
Subtotal - - - - - - -
Allocated Costs
Subtotal - - - - - - -
Grand Total 4,000
-s & Benefits - - -
,nance & Operations - - 4,000
led Costs - - -
IOutlay - - -
Expenditures - - 4,000
im.]
Fund: State Gas Tax
Department: Finance
Division/Program: Finance Administration (124-1310)
REVENUE
124.00A647 Miscellaneous Reimbursement
4 432
EXPENDITURES
Salaries & Benefits
i
Subtotal
-
-
-
-
-
-
-
Materials & Services
124.13.1310.6120 Other Contractual Services
2,500
2,500
2,983
3,000
3,000
3,000
3,500
Subtotal
2,500
2,500
2,983
3,000
3,000
3,000
3,500
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
Subtotal
-
-
-
-
-
-
-
Grand Total
2,500
2,500
2,983
3,000
3,000
3,000
3,500
as & Benefits - - - - - - -
mance & Operations 2,500 2,500 2,983 3,000 3,000 3,000 3,500
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 2,500 2,500 2,983 3,000 3,000 3,000 3,500
129
Fund: Debt Service - City
Department: Finance
Division/Program: Central Services (300-1350)
mrials 8 Services
13.1350.6432 Costs of Bond Issuance
Assets
Costs
g; 8 Benefits
finance 8 Operations
led Costs
,I Outlay
Expenditures
1,083,165 1,083,165
1,083,165 1,083,165
1,083,165 1,083,165
1,083,165 1,083,165
IiItI1;
Fund: Debt Service - City
Department: Finance
Division/Program: Debt Service (300-9000)
REVENUE
Interest Income
Interest Income - Fiscal Agent
BLD Reimbursement
Debt Proceeds
Transfer In
Transfer In
Transfer In
EXPENDITURES
Salaries & Benefits
Services
.6420
Bond Interest
.6421
Principal on Bonds
.6426
Ongoing Bond Costs
.6483
Principal -Due To County (DDR)
Assets
Costs
45,000
45,000
59,030
20,000
20,000
20,000
20,000
20,000
20,000
51,067
20,000
20,000
35,000
35,000
400,000
400,000
286,523
-
-
-
-
-
-
-
-
204,095,000
204,095,000
-
578,918
578,918
578,918
1,620,322
1,620,322
5,997,342
13,135,000
921,680
921,680
-
-
-
-
-
1,314,777
1,314,777
1,314,727
1,345,990
1,345,990
1,345,990
1,389,400
1,917,667 1,917,667 1,917,667 1,859,088 1,859,088 5,419,622 8,845,300
1,255,000 1,255,000 1,255,000 1,350,000 1,350,000 1,350,000 5,100,000
74,500 79,500 11,140 - - - -
578,918 578,918 578,918 578,918 578,918 578,918 579,000
3,826,085 3,831,085 3,762,725 3,788,006 3,788,006 7,348,540 14,524,300
:s & Benefits - - - - - - -
mance & Operations 3,826,085 3,831,085 3,762,725 3,788,006 3,788,006 7,348,540 14,524,300
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 3,826,085 3,831,085 3,762,725 3,788,006 3,788,006 7,348,540 14,524,300
131
Fund: Debt Service - City
Department: Finance
Division/Program: Transfers (300-9500)
SUMMARY...
..
... i .... -.
- .-.
Revenue
-
- - -
-
- -
Salaries & Benefits
-
- - -
-
- -
Maintenance & Operations
1,903,794
1,903,794 - -
186,582,240
186,582,240 -
Allocated Costs
-
- - -
-
-
Capital Outlay
-
- - -
-
- -
Total Expenditures
1,903,794
1,903,794 - -
186,582,240
186,582,240
Net Program Revenue/(Cost)
1,903,794
1,903,794
186,582,240
186,582,240
i[G%
Fund: Retirement Health Savings Plan
Department: Finance
Division/Program: Retiree Lump Sum Benefits (368-1350)
REVENUE
Interest Income - - 4,734 2000,2,000 400 400
EXPENDITURES
5¢I¢rin¢ R Rnnn{i4
Retiree Lump Sum Benefit 101,500 101,500 29,500 100,000 100,000 50,000 100,000
101,500 101,500 29,500 100,000 100,000 50,000 100,000
Services
Assets
Costs
as B Benefits 101,500 101,500 29,500 100,000 100,000 50,000 100,000
mane & Operations - - - - - - -
ted Costs - - - - - - -
ilOullay - - - - - - -
Expendilures 101,500 101,500 29,500 100,000 100,000 50,000 100,000
133
Fund: Redevelopment Obligation Retirement
Department: Finance
Division/Program: Successor Administration(810.2210)
REVENUE
0.00.4010 Current Year Secured 9,148,200 9,148,200 8,189,780 10,440,005 10,440,005 9,991,439 12,745,500
0.00.4410 Interest Income - - 125 - - 275 300
0.00.4412 Interest Income - Fiscal Agent - - 42,288 - - 300 -
0.00.4430 Rental Income 50,000 50,000 37,500 50,000 50,000 - -
EXPENDITURES
Adopted
Amended
,.,
..
Salaries & Benefits
Budget
Budget
Actual
810.22.2210.5111
Full Time Salaries
267,910
267,910
-
-
-
-
-
Subtotal
267,910
267,910
-
-
-
-
-
Materials & Services
B70,22.2210.6110
Professional Services
30,000
30,000
29,140
30,000
30,000
30,000
30,000
810.22.2210.6112
Accounting and Auditing
4,180
4,180
3,180
4,180
4,180
4,180
5,000
810.22.2210.6120
Other Contractual Services
345,000
345,000
122,959
173,000
173,000
173,000
350,000
810.22.2210.6494
Property Tax
85,368
85,368
73,940
92,000
92,000
92,000
92,000
810.22.2210.6507
Seraf Obligation
-
-
635,182
647,886
647,886
647,886
660,900
Subtotal 464,548 464,548 864,401 947,066 947,066 947,066 1,137,900
Capital Assets
Costs
Revenue 9,198,200 9,198,200 8,269,693 10,490,005 10,490,005 9,992,014 12,745,800
Salaries & Benefits 267,910 267,910 - - - - -
Mainlenance & Operations 464,548 464,548 864,401 947,066 947,066 947,066 1,137,900
Allocated Costs - - - - - - -
Capital Outlay - - - - - - -
Total Expenditures 732,458 732,458 864,401 947,066 947,066 947,066 1,137,900
134
Fund: Redevelopment Obligation Retirement
Department: Successor Agency
Division/Program: ROPS (810-7010)
SUMMARY •..... i .... -. .. ... ..
i
Revenue - - - - - - -
Salaries & Benefits - - 5,865 - - 6,500 -
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - -
Total Expenditures - - 5,865 - - 6,500 -
Net Program Revenue/(Cost) 51865 (6,500)
iRli
Fund: Redevelopment Obligation Retirement
Department: Finance
Division/Program: Debt Service (810-9000)
REVENUE
EXPENDITURES
Services
Bond Interest
Bond Principal
Other Debt Payments
Ongoing Bond Costs
Contra Expense
Principal -County Deferral
Interest -County Deferral
Assets
Costs
as 8 Benefits
manta 8 Operations
ted Costs
l Outlay
Expenditures
361,400
361,400
361,413
276,194
276,194
245,818
229,800
1,820,000
1,820,000
1,820,000
1,615,000
1,615,000
1,415,000
1,615,000
-
-
4,303,889
4,641,007
4,641,007
4,542,187
2,620,200
2,000
2,000
1,000
38,200
38,200
43,400
43,400
(505,800)
(505,800)
(635,182)
-
-
-
-
1,404,300
1,404,300
-
-
-
-
-
98,300
98,300
-
-
-
-
-
3,180,200 3,180,200 5,851,120 6,570,401 6,570,401 6,246,405 4,508,400
3,180,200 3,180,200 5,851,120 6,570,401 6,570,401 6,246,405 4,508,400
3,180,200 3,180,200 5,851,120 6,570,401 6,570,401 6,246,405 4,508,400
136
Fund: Redevelopment Obligation Retirement
Department: Finance
Division/Program: Transfers (810-9500)
Is & services
3500.9853 Transfer Out
d500.9300 Transfer Out
Assets
it
rd Costs
as & Benefits
mance & Operations
ted Costs
it Outlay
Expenditures
4,361,600 4,361,600 4,291,700
1,314.777 1.314,777 1.314.727
5,676,377 5,676,377 5,606,427
5,676.377 5.676,377 5.606.427
5,676,377 5,676,377 5,606,427
4,384,700 4,384,700 1,629,548 1,746,600
2.972.538 2.972.538 1.345.990 1.389,400
7,357,238 7,357,238 2,975,538 3,136,000
7.357.238
7.357.238
2.975.538
3.136.000
7,357,238
7,357,238
2,975,538
3,136,000
137
Fund: Successor Agency Administration
Department: Finance
Division/Program: Successor Administration(815-2210)
REVENUE I MRi I d9w#6ML I
B15.00.4010 Current Year Secured 250,000 250,000 77,500 250,000 250,000
EXPENDITURES
Salaries & Benefits
B15.22.2210.5111
Full Time Salaries
B15.22.2210.5112
Part Time Salaries
B15.22.2210.5XXX
Premium Pay
B15.22.2210.5124
Sick Leave Buyback
B15.22.2210.5125
Vacation Buyback
B15.22.2210.5XXX
Fringe Benefits
B15.22.2210.5156-7
Retirement -PERS
Materials & Services
B15.22.2210.6050 Conferences & Meetings
B15.22.2210.6110 Professional Services
B15.22.2210.6111 Legal Services
B15.22.2210.6114 Appraisals, Titles, Escrow
Assets
Costs
7,792
7,792
13,802
64,529
64,529
39,801
40,000
-
-
3,965
-
-
-
-
-
-
-
1,203
1,203
312
-
-
-
408
-
-
-
-
-
2,886
-
1,813
1,813
1,570
3,700
3,700
4,427
5,200
622
622
1,149
4,266
4,266
2,474
3,700
10,227
10,227
20,486
73,698
73,698
50,308
48,900
5,000
5,000
959
-
-
-
-
37,100
37,100
30,027
30,000
30,000
30,000
30,000
40,000
40,000
28,276
40,000
40,000
40,000
40,000
-
-
(2,450)
-
-
-
-
82,100
82,100
56,812
70,000
70,000
70,000
70,000
we 250,000 250,000 77,500 250,000 250,000
as & Benefits
10,227
10,227
20,486
73,698
73,698
50,308
48,900
mance & Operations
82,100
82,100
56,812
70,000
70,000
70,000
70,000
ted Costs
-
-
-
-
-
-
-
ilOutlay
-
-
-
-
-
-
-
Expenditures
92,327
92,327
77,298
143,698
143,698
120,308
118,900
138
Fund: Successor Agency Administration
Department: Finance
Division/Program: Transfers (815-9500)
REVENUE
as & Benefits - - -
3nance & Operations 157,673 157,673 157,673
ted Costs - - -
ilOullay - - -
Expendilures 157,673 157,673 157,673
106,302 106,302 106,302 131,100
106,302 106,302 106,302 131,100
RM,
Fund: Community Facitlities District Debt Service
Department: Finance
Division/Program: Redevelopment Administration (853-9000)
10 Property Tax
10 Sales Tax
90 Other Taxes
10 Interest Income
12 Interest Income - Fiscal Agent
14 Fair Value Adjustment
1,700,000
1,700,000
1,650,693
1,700,000
1,700,000
1,731,000
1,736,000
1,200,000
1,200,000
555,759
1,200,000
1,200,000
-
500,000
1,800,000
1,800,000
1,607,151
1,800,000
1,800,000
1,800,000
1,800,000
10,000
10,000
23,273
10,000
10,000
2,000
5,000
300,000
300,000
314,341
275,000
275,000
315,000
275,000
-
-
1,521
-
-
-
-
1
Full Time Salaries
- - 239 36,163
36,163
13,708
36,200
X
Premium Pay
- - - 1,740
1,740
-
1
Holiday Opt - No PIERS
- - - -
-
174
-
4
Sick Leave Buyback
- - - -
-
335
-
5
Vacation Buyback
- - - -
-
1,413
-
X
Fringe Benefits
- - - 4,154
4,154
2,477
5,900
6-7
Retirement -PERS
- - - 3,157
3,157
1,126
3,300
- - 239 45,214
45,214
19,231
45,400
& Services
Debt Service
Bond Interest
Bond Principal
Ongoing Bond Costs
Contra Expense
Miscellaneous Expenses
Assets
Costs
500
500
-
500
500
-
-
866,600
866,600
796,650
649,650
649,650
253,900
416,000
3,495,000
3,495,000
3,495,000
3,735,000
3,735,000
3,735,000
4,055,000
50,000
50,000
24,068
30,000
30,000
35,440
36,000
-
-
(3,495,000)
-
-
-
-
1,050,000
1,050,000
8,949,031
241,335
241,335
2,008
241,300
5,462,100
5,462,100
9,769,750
4,656,485
4,656,485
4,026,348
4,748,300
,us 5,010,000 5,010,000 4,152,737 4,985,000 4,985,000 3,848,000 4,316,000
as & Benefits - - 239 45,214 45,214 19,231 45,400
anance&Operations 5,462,100 5,462,100 9,769,750 4,656,485 4,656,485 4,026,348 4,748,300
ted Costs - - - - - - -
31Outlay - - - - - - -
Expendilures 5,462,100 5,462,100 9,769,989 4,701,699 4,701,699 4,045,579 4,793,700
140
Human Resources
HUMAN RESOURCES DEPARTMENT
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.
The Human Resources Department serves approximately 289 full-time,
approximately 76 part-time, and 42 volunteer 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:
1) Human Resources
2) Risk Management
3) Human Resources Commission
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.
141
Human Resources
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:
o Case Management;
o Claims Administration;
o Litigation and Legal Defense Management;
o Employee Injury Prevention and Rehabilitation Programs;
o Workplace Safety Programs; and
o Employee Outreach and Training Programs.
• General Liability Insurance Program Administration:
o Case Management;
o Claims Administration;
o Litigation Defense and Tort Claims Management; and
o 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 and judiciary capacity for the 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.
Human Resources
HUMAN RESOURCES/RISK
MANAGEMENT DIRECTOR
143
Human Resources
Self Insurance
Workers'
Compensation
35%
General Fund
18%
Self Insurance
General
-- Auto/Liability
47%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Source of
$ 777,245
$ 859,384
$ 777,769
$ 666,200
General Fund
Self Insurance General Auto/Liability
4,246,933
6,960,372
2,203,000
1,794,500
Self Insurance Workers' Compensation
1,109,806
2,285,277
2,947,500
1,328,000
Total Sources of Fundsi
$ 6,133,984
1 $ 10,105,033
1 $ 5,928,269
1 $ 3,788,700
144
Human Resources
IC7aa►10kiwi 0 *12WLDLA101i]IYA
Materials &
Services
88%
Salaries & Benefits
12%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 468,267
$ 470,678
$ 569,809
$ 458,300
Total Salaries & Benefits
Total Materials & Services
5,665,717
9,634,355
5,358,460
3,330,400
Total Source of Funds
$ 6,133,984
$ 10,105,033
$ 5,928,269
$ 3,788,700
MR
Human Resources
FY 2021-22 GOALS AND OBJECTIVES
• Continue to ensure workplace safety protocols are in place for City employees as we
navigate the COVID-19 pandemic.
• 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.
• Negotiate successor Memoranda of Understanding (MOU's) for the eight (8)
bargaining units with expired contracts.
• Continue to update and revise the City's Personnel Rules to incorporate MOU
changes as well as changes in law, policy, and best practices.
• Reduce workers' compensation claims and expenditures through better practices and
procedures in conjunction with CJPIA.
• Reduce general liability claims and expenditures through better practices and
procedures in conjunction with CJPIA.
• Ensure employees are receiving mandated trainings, such as SB 1343 and AB 1825
to stay compliant with laws.
• File Retention / Destruction Project
MR,
Human Resources
FY 2020-21 ACCOMPLISHMENTS
• Reviewed more than 2,900 applications for 40+ recruitments.
• Continued internship program, giving students the opportunity to gain valuable applied
experience and make connections in professional fields they are considering for
career paths. Placed 18 interns in various departments.
• Hired Assistant Finance Director.
• Completed negotiations with eight (8) bargaining units to address the City's fiscal
condition.
• Completed Benefits Open Enrollment for Plan Year 2021 for all current Full -Time
employees in Fall of 2020.
• Minimum wage increase per SB 3 (Leno Chapter 4), $14.00 per hour effective January
1, 2021.
• Became a member of the California Joint Powers Insurance Authority (CJPIA)
effective July 1, 2020.
• Developed a Subrogation Claims process to recover losses and damages on behalf
of the City.
WFA
Fund: General Fund
Department: Human Resources
Division/Program: Human Services Commission (110-1401)
SUMMARY
•... -.
.-.
i .... -.
.-.
i
-. ... -.
Revenue
-
-
- -
-
- -
Salaries & Benefits
1,527
1,527
724 1,257
1,257
418 1,600
Maintenance & Operations
-
-
- -
-
- -
Allocated Costs
-
-
- -
-
-
Capital Outlay
-
-
- -
-
- -
Total Expenditures
1,527
1,527
724 1,257
1,257
418 1,600
Net Program Revenue/(Cost)
1,527
1,527
724 1,257
1,257
418 1,800
iEIK
Fund: General Fund
Department: Human Resources
Division/Program: Human Resources (110-1410)
EXPENDITURES
110.14.1410.5111
Full Time Salaries
307,675
307,675
268,027
314,522
314,522
290,852
317,400
110.14.1410.5113
Overtime
7,348
7,348
3,554
-
-
-
-
110.14.1410.5XXX
Premium Pay
1,196
1,150
415
-
-
-
-
110.14.1410.5124
Sick Leave Buyback
3,000
3,000
-
3,000
3,000
749
3,000
110.14.1410.5125
Vacation Buyback
3,000
3,000
730
3,000
3,000
17,390
3,000
110.14.1410.5XXX
Fringe Benefits
70,636
70,590
71,880
96,634
96,634
69,356
77,800
110.14.1410.5156-7
Retirement -PERS
24,236
24,328
23,149
27,558
27,558
24,889
24,400
110.14.1410.5160
Retiree Medical Benefit
5,000
5,000
1,650
2,000
2,000
1,588
2,000
110.14.1410.5180
Leave Lump Sum
-
-
4,664
-
-
-
-
110.14.1410.5181-2
PERS Unfunded Liability Pint
95,884
95,884
95,884
121,838
-
-
29,100
Subtotal
517,975
517,975
469,953
568,552
446,714
404,823
456,700
Materials & Services
110,14.1410.6022
Tuition Reimbursement
25,000
25,000
22,764
25,000
25,000
23,000
-
110.14.1410.6030
Memberships
1,100
1,100
1,215
1,100
1,100
471
1,100
110.14.1410,6050
Conferences & Meetings
2,500
2,500
1,315
-
-
-
-
110.14.1410.6110
Professional Services
150,000
173,945
71,160
125,000
125,000
135,800
125,000
110.14.1410,6111
Legal Services
25,000
30,000
157,989
25,000
25,000
112,095
50,000
110.14.1410,6147
Cellular Phones
-
-
-
210
210
-
-
110.14.1410.6170
Advertising & Publications
3,500
3,500
665
2,000
2,000
300
2,000
110.14.1410,6210
Office Supplies
2,500
2,500
3,041
2,500
2,500
1,272
2,500
110.14.1410,6213
Postage
600
600
424
600
600
150
600
110.14.1410,6214
Printing & Copying
1,308
1,308
-
-
-
-
-
110.14.1410.6270
Special Department Supplies
3,000
3,000
2,344
-
-
605
-
110.14.1410.6319
Pool Car Usage
200
200
-
-
-
-
-
110.14.1410.6330
Equipment M & R
1,000
1,000
3,615
2,000
2,000
2,983
2,200
110,14.1410,6342
Benefits Admin Fees
55,000
64,000
107,471
-
-
4,167
-
110.14.1410.6424
Capitalized Lease Payments
1,500
1,500
427
321
321
1,262
300
Subtotal 272,208 310,153 372,432 183,731 183,731 282,105 183,700
Capeal Assets
Subtotal - -
Allocated Costs
110.14.1410.8102 Property & Liability Ins Charges 10,993 10,993 16,274 24,229 24,229 24,229 24,200
Subtotal 10,993 10,993 16,274 24,229 24,229 24,229 24,200
SUMMARY
Revenue
-
-
-
-
-
-
-
Salaries & Benefits
517,975
517,975
469,953
568,552
446,714
404,823
456,700
Maintenance & Operations
272,208
310,153
372,432
183,731
183,731
282,105
183,700
Allocated Costs
10,993
10,993
16,274
24,229
24,229
24,229
24,200
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
801,176
839,121
858,659
776,512
654,674
711,157
664,600
Net Program Revenue/(Cost)
801,176
839,121
858,659
776,512
654,674
711,157
664,600
149
Fund: General and Auto Liability
Department: Risk Management
Division/Program: Self Insurance (361-1520)
REVENUE
361.15.4647
Misc Reimbursement
-
-
29.461
-
-
-
-
361.15.4760
Interdepartmental Charges
2,097,100
2,097,100
3,134,634
2,201,500
2,201,500
2,201,500
2,201,500
361.15.4825
Property Damage Recovery
200,000
200,000
96,484
100,000
100,000
50,000
75,000
Grand Total
2,297,100
2,297,100
3,260,578
2,301,500
2,301,500
2,251,500
2,276,500
EXPENDITURES
F&
Salaries & Benefits
Subtotal
-
-
-
-
Materials & Services
361.15.1520.6110
Professional Services
50,000
50.000
58.621
-
-
5,755
-
361.15.1520.6111
Legal Services
650.000
850.000
1.664.462
-
-
417,253
-
361.15.1520.6120
Other Contractual Services
10,000
10.000
105
-
-
229
-
361.15.1520.6330
Equipment M & R
1,000
1,000
371
-
-
-
-
361.15.1520.6409
Actuarial Adjustment
-
-
3,293,734
-
-
-
-
361.15.1520.6411
Insurance
626,500
788.500
675.703
1.293,400
1,293,400
1,283,537
1,293,400
361.15.1520.6417
Uninsured Losses
50,000
50,000
86,770
-
-
-
-
361.15.1520.6419
Claim Paid
908,100
1,480,900
1,180,205
908,100
908,100
45,168
500,000
361.15.1520.6424
Capitalized Lease Payments
1,500
1.500
427
1.500
1.500
1,100
1,100
Subtotal
2,297,100
3,231,900
6,960,398
2,203,000
2,203,000
1,753,042
1,794,500
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated costs
Subtotal
-
-
-
-
-
-
-
Grand Total
2,297,100
3,231,900
6,960,398
2,203,000
2,203,000
1,753,042
1,794,500
SUMMARY
i
Revenue
2,297,100
2,297,100
3,260,578
2,301,500
2,301,500
2,251,500
2,276,500
Salaries & Benefits
-
-
-
-
-
-
-
Maintenance & Operations
2,297.100
3.231.900
6.960.398
2,203.000
2,203,000
1,753,042
1,794,500
Allocated Costs
-
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
2,297,100
3,231,900
6,960,398
2,203,000
2,203,000
1,753,042
1,794,500
Net Program Revenue/(Cost)
(934,800)
(3,699,820)
98,500
98,500
498,458
482,000
150
Fund: Workers' Compensation
Department: Risk Management
Division/Program: Workers' Compensation (363-1510)
REVENUE
Misc Reimbursement - - 1,194 - - - Interdepartmental Charges 1,757,200 1,757,200 2,303,456 1,752,979 1,752,979 1,850,160 1,753,000
EXPENDITURES
,Is 8 Services
1510.6110
Professional Services
1510.6111
Legal Services
1510.6120
Other Contractual Services
1510.6275
Banking/Credit Card Fees
1510.6409
Actuarial Adjustment
1510.6411
Insurance
1510.6419
Claim Paid
1510.6490
Miscellaneous Reimbursements
1510.6511
Workers Comp Medical
Assets
Costs
as 8 Benefits
manta 8 Operations
ted Costs
l Outlay
Expenditures
186,000
186,000
137,985
-
-
-
-
120,000
120,000
203,603
-
-
78,805
-
20,000
20,000
56,404
-
-
51,686
51,700
1,400
1,400
613
-
-
300
-
691,355
691,355
-
-
-
-
-
219,000
219,000
219,786
347,500
347,500
500,000
347,500
400,000
626,000
1,104,829
1,000,000
1,000,000
450,000
928,800
-
-
-
1,600,000
1,600,000
150,000
-
325,000
425,000
733,070
-
-
250,000
-
1,962,755
2,288,755
2,456,291
2,947,500
2,947,500
1,480,791
1,328,000
1,757,200
1,757,200
2,304,650
1,752,979
1,752,979
1,850,160
1,753,000
1,962,755
2,288,755
2,456,291
2,947,500
2,947,500
1,480,791
1,328,000
1,962,755
2,288,755
2,456,291
2,947,500
2,947,500
1,480,791
1,328,000
151
Fund: Workers' Compensation
Department: Risk Management
Division/Program: Self Insurance (363-1520)
REVENUE
as & Benefits - - -
3nance&Operations - - (171,014)
ted Costs - - -
ilOullay - - -
Expenditures - - (171,014)
Police
POLICE DEPARTMENT
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.
The Police Department has a proud history of integrity and service. The Police
Department has an authorized Fiscal Year (FY) 2021-2022 full-time workforce of
90 sworn officers and 56 civilians (including 19 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 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 patrol officers, this division includes reserve officers and the West Covina
Police Volunteers who perform non -hazardous duties. Under the Community Service
Area 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.
153
Police
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.
154
BUDGET. PURCHASING.ORANTS.
AGENDA ITEMS. AUDITS
Police Admin Sere Mgr 1
PAYROLL
Senior Admin. Ass r.1
INVOICES, DEPT. MAIL.
CELLPHONES.CASH,
ADMIN. SUPPORT
A&rnn Assist 1
ADMINISTRATION
Internal AJJaus & Inv
LT 1
ADMINISTRATIVE &
INVESTIGATIVE DIVISION
ADMINISTRATION COMMUNICATIONS
SUGi as➢aN.n Cpemtions
Cammunmabo Mgrl
5✓oemisor:
Senlo.00ectP.4
Disachhe+la
PERSONNEL&TRAININO' WCSB
SGTI CAD/RMS 0fen r S.Xp
CpL 1 User Slppart Spec 1
YOUTH EXPLORERS
INVESTIOATIONS
Tl
C HIEF'S OFFICE SUPPO RT
SenlorAdmm. Asst.1
PATROLDIVISION
Cat.rh, 1
Li 4
SCT
nl. j
OFF 3'
CSO
TRAFFIC UNIT
7mjRc Enfvrzwrnt
SG 1
CPL ]
IAIL OPERATIONS
Mororgc4
Leaalpnerl
Erftwmenr(OFF 21
IoilerS
CSO
ft ing EnJIO drts
DrvRlon SuppoTcken
D¢wAide
WESTCOVINA
POLICE
pOLICERESERVES
VOLUNTEERS
Field EnJortemzrrt
Non-Haiadws Durw
aras 0p
SPECIAL
CRIMES ABAINST
CRIMES AGAINST
ENFORCEMENTTEAM
PROPERTY
PERSONS
sr71. CpL 1. OFF
SGT L CpL 1. OFF 3.
SGT I. CPL 4. OFF 3. Vic
CSO BCade Eq. Su¢ 1
Advl
Nor us Enpar vnr
Sanellfmce
Fraud/ID Pajr
Homicide
eteregen,TMFarces
UA
Raypery
nesrdenael Burglary
Sex Com"
Mlse.eurglary
Assault Gg I"ll,
Court Liaison
Weapons Vlolatims
RECORDS BUREAU
DIVISION SUPPORT
iPRsII. PRSU
party Cade En(
wttm5e rws
Rtcvms suxmso,l
toad Med,,
MRSPog Persons
PRS h 4. PR516
.Pem,ns
PR510.5 FTE
Dote Pocesxny
C7seAides O.9 FTE
F.rd,
PROPERTY ROOM/
CRIME ANALYSIS
Dora Paesshq
EVIDENCE
Com.iusrke Research
De'k sr'Re
ESDi
Mwyvl
Some Peace Repmtt
Police
EXPENDITURES BY FUNDING SOURCE
City Law
Enforcement Grant
Police Computer Service
Group
1%
Law Enforcement Tobacco Grant
1l�
CA Bureau of State
Community Corrections.. -�
<1%
Office of Traffic Safety I
<1%
COPS/SLESF
1%
Public Safety Aug
3%
<1%
Community Development
Block Grant
<1 Y.
West Covina Housing
Authority
IV,
Drug Enforcement Rebate
Police Donations 10%
<1%
General Fund
2018-19
2019.20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Source of Funds:
$ 32,799,168
$ 33,365,951
$ 32,085,566
$ 24,615,300
General Fund
Drug Enforcement Rebate
1,537,062
1,834,142
-
2,995,000
Police Donations
649
1,560
-
9,400
Bureau of Justice Assistance
15,325
28,979
-
-
Community Development Block Grant
21,104
22,341
21,443
16,300
Inmate Welfare
4,435
2,000
1,000
1,500
Public Safety Augmentation
529,466
704,586
793,636
810,000
COPS/SLESF
224,939
182,661
-
192,400
t1SDOJ COVID
-
2,341
-
-
Sewer Maintenance
40,307
33,097
20,678
16,400
Homeland Security Grant
1,803,903
83,710
-
-
Office of Traffic Safety Grant
67,000
15,121
4,170
36,000
TRAP Grant
424,936
283,209
438,067
176,800
City Law Enforcement Grant
145,043
40,864
7,686
-
Law Enforcement Tobacco Grant
4,362
34,005
6,862
CA Bureau of State Community Corrections
-
699
-
-
Police Computer Service Group
1,263,693
1,230,639
1,047,198
191.700
West Covina Housing Authority
124,
189,368
204,251
218.600
Total Source of Funds
$ 39,005,575
55,183
$ 38,0273
$ 34,630,557
$ 29,279,400
Police
Materials &
Services
21%
EXPENDITURES BY CATEGORY
Salaries & Benefits
79%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 30,437,399
$ 31,016,796
$ 30,564,478
$ 23,004,500
Total Salaries & Benefits
Total Materials & Services
8,568,176
7,038,477
4,066,079
6,274,900
Total Source of Funds
$ 39,005,575
$ 38,055,273
$ 34,630,557
$ 29,279,400
157
Police
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.
Continue to focus on the core mission of providing front-line law enforcement services
to the community.
o Work to provide quality safety services and traffic enforcement within the limits of
available resources with the goal of reducing crime.
o 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.
o Explore opportunities to expand and improve volunteer, intern and Reserve
programs, to meet department needs and enhance cost effective employment
experiences.
o Rapidly respond to mental health cases and homelessness, by continuing two
dedicated "HOPE" Officer positions.
• Continue technology investments to improve department efficiency.
o Implement new CAD-RMS technologies involving the West Covina Service
Group's partnership with technology companies.
o Improve features of the Department website and social media sites.
• Maintain current standards of training excellence.
o Prioritize training needs through the chain of command, determining what is
mandatory, vital, and cost-effective.
o Pursue available training reimbursements.
o Complete an updated training plan for WCPD personnel.
U-1.1
Police
FY 2020-2021 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 demonstrated its ongoing commitment to transparency and
community engagement. WCPD's social media pages kept residents informed about
events, crime information, and police operations. A comprehensive update to the
wcpd.org website was also completed. Additionally, the Department published an
Annual Review report with detailed information on many WCPD functions, services,
and accomplishments.
• The Department continued its excellent record of using special funds to improve public
safety and police operations. Items funded last year included vehicles and vehicle
mounted equipment, computers, tactical bulletproof vests for SWAT, traffic
enforcement overtime, computer services, radio equipment, mental health training
funds for Jailers, a cellphone-based ticketing system, simulator training equipment,
and disinfecting sprayers and sanitizing supplies to combat the spread of coronavirus.
These specially funded items totaled about $3 million, all without burdening the City
General Fund or local taxpayers.
• The Department continued recruitment and hiring efforts. In the past year, the
department filled 23 positions, and conducted 9 recruitments.
• Officers deployed on special details to handle 3 protests in the City —all were peaceful
and secure, with Officers enforcing safety zones and ensuring the well-being of
everyone involved. Officers also assisted neighboring agencies with other protests
outside of the City.
f6ID;
Fund: General Fund
Department: Police
Division/Program: Police Administration (110-3110)
REVENUE
.... ..
i
110.31.4290
Other Licenses & Permits
200
200
615
550
550
800
700
110.31.4310
Vehicle Code Fines
290,000
290,000
181,089
200,000
200,000
100,000
200,000
110.31.4315
Parking Code Fines
300,000
300,000
356,536
250,000
250,000
200,000
250,000
110.31.4321
Vehicle Impound Fees
85,000
85,000
52,030
60,000
60.000
60,000
60,000
110.31.4325
Administrative Citations
20,000
20,000
18,104
15,000
15,000
18,000
18,000
110.31.4326
Admin Citation - Code Enforcement
5,000
5,000
859
3,000
3,000
-
-
110.31.4327
Foreclosure Penalties
20,000
20,000
-
5,000
5,000
-
-
110.31.4571
Crossing Guard Aid
110,000
110,000
46,740
64,000
64,000
-
64,000
110.31.4573
State Mandated Revenue
2,500
2,500
17,939
5,000
5,000
2,500
2,500
110.31.4574
Reimbursable Training (POST, STC)
30,000
30,000
47,441
30,000
30,000
25,000
30,000
110.31.4575
School Resource Officer Reimbursement
300,000
300,000
197,884
300,000
300,000
-
300,000
110.31.4602
Towing Franchise
195,000
195,000
167,191
195,000
195,000
195,000
195,000
110.31.4605
Jail Booking
50,000
50,000
74,625
50,000
50.000
50,000
50,000
110.31.4606
Clearance Letter & Process
300
300
330
300
300
300
300
110.31.4616
Search Fees
4,000
4,000
4,045
1,000
1,000
2,000
2,000
110.31.4620
Foreclosure Registration
70,000
70,000
48,375
50,000
50,000
30,000
50,000
110.31.4640
False Alarms
30,000
30,000
172,001
100,000
100,000
-
-
110.31.4645
Police Reimbursements
135,000
145,000
100,953
75,000
75,000
50,000
75,000
110.31.4646
Graffiti Restitution
2,500
2,500
510
1,000
1,000
5,000
2,500
110,31.4818
Miscellaneous
4,000
4,000
1,697
1,500
1,500
3,000
2,500
Grand Total
1,653,500
1,663,500
1,488,963
1,406,350
1,406,350
741,600
1,302,500
stares & Benefits
10.31.3110.5110
Sworn Full Time Salaries
861,117
887,508
982,792
1,068,012
1,068,012
893,302
893,200
10.31.3110.5111
Full Time Salaries
740,525
740,525
678,324
659,526
659,526
605,622
657,900
10.31.3110.5112
Part Time Salaries
208,326
208,326
152,033
157,000
157,000
97,704
97,700
10.31.3110.5113
Overtime
47,631
47,631
229,607
47,631
47,631
224,200
47,600
10.31.3110.5XXX
Premium Pay
60,912
60,892
86,308
129,709
129,709
98,652
98,700
10.31.3110.5121
Holiday Opt - No PERS
5,000
5,000
10,398
5,000
5,000
11,536
5,000
10.31.3110.5124
Sick Leave Buyback
30,000
30,000
30,786
31,000
31,000
4,067
31,000
10.31.3110.5125
Vacation Buyback
35,000
35,000
24,474
26,000
26,000
31,598
26,000
10.31.3110.5132
Uniform Allowances
-
13,185
13,631
-
-
11,992
12,000
10.31.3110.5XXX
Fringe Benefits
459,216
446,051
489,588
419,011
419,011
412,751
421,500
10.31.3110.5156-7
Retirement -PERS
239,628
244,818
272,834
313,678
313,678
248,998
258,500
10.31.3110.5160
Retiree Medical Benefit
1,230,000
1,230,000
1,222,576
1,230,000
1,230,000
1,230,000
1,230,000
10.31.3110.5180
Leave Lump Sum
-
-
1,109
-
-
21,437
21,400
10,31.3110.5181-2
PERS Unfunded Liability Pmt
660,356
660,356
660,356
916,300
-
-
88,800
10.31.3110.5999
Salary Savings
(123,810)
(123,810)
-
-
-
-
-
uMotal 4,453,901 4,485,482 4,854,818 5,002,867 4,086,567 3,891,860 3,889,300
lalerials & Services
10.31.3110.6011
Uniforms
40,000
40,000
47,315
37,000
37,000
37,000
37,000
10.31.3110.6018
POST Reimbursable Training
30,000
30,000
32,332
30,000
30,000
33,725
30,000
10.31.3110.6030
Memberships
5,720
5,720
6,189
6,000
6,000
5,500
6,000
10.31.3110.6050
Conferences & Meetings
75,000
75,000
96,883
-
-
40,000
40,000
10.31.3110.6110
Professional Services
122,500
122,500
119,183
101,000
101,000
69,000
71,000
10.31.3110.6120
Other Contractual Services
308,600
308,600
340,247
308,600
308,600
100,000
308,600
10.31.3110.6130
Service Contracts
86,000
90,000
74,517
86,100
86,100
86,100
86,100
10.31.3110.6145
Telephone -Special Lines
23,950
23,950
22,441
22,700
22,700
22,700
22.700
10.31.3110.6147
Cellular Phones
125,400
125,400
76,812
80,000
80,000
70,000
70,000
10.31.3110.6210
Office Supplies
60,000
60,000
69,564
60,000
60,000
55,000
60,000
10.31.3110.6214
Printing & Copying
3.000
3,000
3,117
3,000
3,000
3,000
3,000
10.31.3110.6221
Ammo &Range Supplies
85,000
87,952
65,185
85,000
85,000
82,576
85,000
10.31.3110.6224
Undercover Investigation
25,000
25,000
15,500
25,000
25,000
20,000
25,000
10.31.3110.6225
Jail & Prisoner Supplies
45,000
45,000
60,156
45,000
45,000
40,000
45,000
10.31.3110.6270
Other Supplies/Materials
44,000
44,000
58,430
32,000
32,000
-
32,000
10.31.3110.6329
Other Vehicle Sublet Repairs
64,400
64,400
44,070
44,400
44,400
44,400
44,400
10.31.3110.6330
Equipment Mainl & Repair
40,000
40,000
15,662
13,500
13,500
13,500
13,500
10.31.3110.6424
Capitalized Lease Payments
11,950
11,950
-
11,950
11,950
-
12,000
10.31.3110.6560
K-9
25,000
25,000
18,765
20,000
20,000
15,000
20,000
10.31.3110.6571
Reward -Crimes
1,000
1,000
-
1,000
1,000
-
1,000
160
Fund: General Fund
Department: Police
Division/Program: Police Administration (110-3110)
REVENUE
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
110.31.3110.8104 Vehicle Maintenance Charges
4,955
4,955
11,741
8,289
8,289
7,904
8,000
110.31.3110.8105 Fuel & Oil Charges
31,734
31,734
18,574
17,984
17,984
19,846
19,800
Subtotal
36,689
36,689
30,314
26,273
26,273
27,750
27,800
Grand Total
5,712,110
5,750,643
6,051,502
6,041,390
5,125,090
4,657,111
4,929,400
Revenue
1,653,500
1,663,500
1.488,963
1,406,350
1,406,350
741,600
11302,500
Salaries & Benefits
4,453,901
4,485,482
4,854,818
5,002,867
4,086,567
3,891,860
3,889,300
Maintenance & Operations
1,221,520
1,228,472
1,166,369
1,012,250
1.012,250
737,501
1,012,300
Allocated Costs
36,689
36,689
30,314
26,273
26,273
27,750
27,800
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
5,712,110
5,750,643
6,051,502
6,041,390
5,125,090
4,657,111
4,929,400
161
Fund: General Fund
Department: Police
Division/Program: Jail (110-3115)
EXPENDITURES
Salaries S Benefits
110.31.3115.5111
Full Time Salaries
110.31.3115.5113
Overtime
110.31.3115.5XXX
Premium Pay
110.31.3115.5121
Holiday Opt - No PERS
110.31.3115.5124
Sick Leave Buyback
110.31.3115.5125
Vacation Buyback
110.31.3115.5132
Uniform Allowances
110.31.3115.5XXX
Fringe Benefits
110.31.3115.5156-7
Retirement -PERS
110.31.3115.5180
Leave Lump Sum
110.31.3115.5181-2
PERS Unfunded Liability Pint
Services
Assets
Costs
as 8 Benefits
mane 8 Operations
ted Costs
it Outlay
Expenditures
337,726
337,726
323,692
331,152
331,152
284,459
331,200
42,822
42,822
35,452
42,822
42,822
39,100
42,800
1,196
1,196
1,200
2,000
2,000
1,125
2,000
10,000
-
13,270
11,600
11,600
8,026
11,600
5,000
10,000
2,394
5,000
5,000
-
5,000
-
5,000
-
-
-
-
-
-
4,186
4,154
-
-
3,485
3,600
93,726
89,540
85,452
74,177
74,177
65,749
74,100
27,748
27,748
29,034
30,862
30,862
20,333
30,400
-
-
1,672
-
-
8,931
-
102.037
102.037
102.037
130.610
-
-
21.900
620,255 620,255 598,347 628,223 497,613 431,207 522,600
620,255
620,255
598,347
628,223
497,613
431,207
522,600
620,255
620,255
598,347
628,223
497,613
431,207
522,600
162
Fund: General Fund
Department: Police
Division/Program: Dispatch (110-3116)
EXPENDITURES
110.31.3116.5111
Full Time Salaries
110.31.3116.5112
Part Time Salaries
110.31.3116.5113
Overtime
110.31.3116.5XXX
Premium Pay
110.31.3116.5121
Holiday Opt - No PERS
110.31.3116.5124
Sick Leave Buyback
110.31.3115.5132
Uniform Allowances
110.31.3116.5XXX
Fringe Benefits
110.31.3116.5156-7
Retirement -PERS
110.31.3116.5180
Leave Lump Sum
110.31.3116.5181-2
PERS Unfunded Liability Pint
Services
Assets
Costs
as 8 Benefits
mane 8 Operations
ted Costs
l Outlay
Expenditures
1,247,114
1,247,114
984,752
1,036,236
1,036,236
786,584
1,036,200
-
-
67,072
-
-
91,654
-
183,120
183,120
258,541
183,120
183,120
246,725
183,100
2,392
2,392
2,538
2,392
2,392
2,250
2,400
15,000
15,000
36,079
33,000
33,000
32,027
33,000
15,000
15,000
7,280
10,000
10,000
-
10,000
-
8,372
8,996
-
-
9,531
-
364,350
355,978
357,845
235,352
235,352
192,033
235,400
76,879
76,879
-
96,993
96,993
59,112
95,100
-
-
39,165
-
-
44,703
-
282.702
282.702
282.702
388.807
-
-
74.200
2,186,557 2,186,557 2,044,970 1,985,900 1,597,093 1,464,619 1,669,400
2,186,557
2,186,557
2,044,970
1,985,900
1,597,093
1,464,619
1,669,400
2,186,557
2,186,557
2,044,970
1,985,900
1,597,093
1,464,619
1,669,400
163
Fund: General Fund
Department: Police
Division/Program: Patrol (110-3120)
EXPENDITURES
110.31.3120.5110
Sworn Full Time Salaries
110.31.3120.5111
Full Time Salaries
110.31.3120.5112
Part Time Salaries
110.31.3120.5113
Overfime
110.31.3120.5XXX
Premium Pay
110.31.3120.5121
Holiday Opt - No PERS
110.31.3120.5124
Sick Leave Buyback
110.31.3120.5125
Vacation Buyback
110.31.3120.5132
Uniform Allowances
110.31.3120.5XXX
Fringe Benefits
110.31.3120.5156-7
Retirement -PERS
110.31.3120.5180
Leave Lump Sum
110.31.3120.5181-2
PERS Unfunded Liability Pint
110.31.3120.5999
Salary Savings
& Services
Assets
5,794,517
6,130,629
5,292,249
5,756,352
5,756,352
5,129,932
5,177,100
348,751
348,751
246,410
215,700
215,700
296,914
353,700
48,384
48,384
37,604
36,288
36,288
34,506
36,300
1,048,794
1,048,794
1,302,535
1,048,794
1,048,794
983,023
874,900
577,154
556,155
564,997
761,331
761,331
583,596
768,200
7,000
7,000
11,141
13,000
13,000
9,199
13,000
120,000
120,000
82,279
117,000
117,000
-
117,000
40,000
40,000
36,654
40,000
40,000
81,564
40,000
-
62,712
47,327
-
-
52,608
53,100
1,624,577
1,590,087
1,622,380
1,486,172
1,486,172
1,392,177
1,501,500
1,270,603
1,329,475
1,190,946
1,420,937
1,420,937
1,218,881
1,110,400
-
-
126,593
-
-
201,512
-
3,263,019
3,263,019
3,263,019
3,406,037
-
-
290,600
(379,833)
(379,833)
-
-
-
-
-
13,762,966 14,165,173 13,824,134 14,301,611 10,895,574 9,983,912 10,335,800
Allocated Costs
110.31.3120.8101
Admin. & Overhead Charges
-
-
-
-
-
-
7,700
110.31.3120.8102
Property & Liability Ins Charges
1,251,990
1,251,990
1,853,489
945,333
945,333
945,333
945,300
110.31.3120.8104
Vehicle Maintenance Charges
247,081
247,081
325,797
413,355
413,355
30,858
325,800
110.31.3120.8105
Fuel& Oil Charges
161,231
161,231
210,526
227,008
227,008
177,614
180,000
Subtotal
1,660,302
1,660,302
2,389,812
1,585,696
1,585,696
1,153,805
1,458,800
Grand Total
15,423,268
15,825,475
16,213,946
15,887,307
12,481,270
11,137,717
11,794,600
SUMMARY
Adopted
Budget
Amended
Budget
19-20
Actual
Adopted
Budget
Amended
i
Projected
Propose:
Revenue
-
-
-
Salaries & Benefits
13,762,966
14,165,173
13,824,134
14,301,611
10,895,574
9,983,912
10,335,800
Maintenance & Operations
-
-
-
-
-
-
-
Allocated Costs
1,660,302
1,660,302
2,389,812
1,585,696
1,585,696
1,153,805
1,458,800
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
15,423,268
15,825,475
16,213,946
15,887,307
12,481,270
11,137,717
11,794,600
164
Fund: General Fund
Department: Police
Division/Program: Traffic (110-3121)
EXPENDITURES
110.31.3121.5110
Sworn Full Time Salaries
110.31.3121.5111
Full Time Salaries
110.31.3121.5112
Part Time Salaries
110.31.3121.5113
Overfime
110.31.3121.5XXX
Premium Pay
110.31.3121.5121
Holiday Opt - No PERS
110.31.3121.5124
Sick Leave Buyback
110.31.3121.5132
Uniform Allowances
110.31.3121.5XXX
Fringe Benefits
110.31.3121.5156-7
Retirement -PERS
110.31.3121.5181-2
PERS Unfunded Liability Pint
Services
Assets
391,742
418,762
496,661
438,750
438,750
366,266
438,700
44,252
44,252
92,694
103,128
103,128
93,461
103,100
158,760
158,760
127,058
160,875
160,875
99,404
99,400
125,420
125,420
119,774
110,000
110,000
71,099
75,000
78,728
78,728
102,032
112,242
112,242
79,759
79,800
Soo
Soo
921
1,000
1,000
1,345
1,000
8,000
8,000
18,196
15,000
15,000
-
15,000
-
4,654
7,300
-
-
3,300
3,300
150,114
145,460
200,650
143,581
267,000
118,268
84,600
95,644
100,957
127,556
123,419
-
97,732
90,800
237.890
237.890
237.890
295.632
-
-
17.000
1,291,050 1,323,383 1,530,731 1,503,627 1,207,995 930,634 1,007,700
Allocated Costs
110,31.3121,8104 Vehicle maintenance
386
386
-
646
646
646
600
110,31.3121,8105 Fuel & Oil Charges
735
735
2,453
2,671
2,671
2,671
2,700
Subtotal
1,121
1,121
2,453
3,317
3,317
3,317
3,300
Grand Total
1,292,171
1,324,504
1,533,184
1,506,944
1,211,312
933,951
1,011,000
SUMMARY
•... -.
.-.
i
.... -.
.-.
i
.:
- ... -
Revenue
-
-
-
-
-
-
-
Salaries & Benefits 1,291,050 1,323,383 1,530,731 1,503,627 1,207,995 930,634 1,007,700
Maintenance & Operations - - - - - - -
Nbcated Costs 1,121 1,121 2,453 3,317 3,317 3,317 3,300
Capital Outlay - - - - - - -
Total Expenditures 1,292,171 1,324,504 1,533,184 1,506,944 1,211,312 933,951 1,011,000
165
Fund: General Fund
Department: Police
Division/Program: Community Enhancement (110-3125)
REVENUE
EXPENDITURES
.,,, ., - ,.,
.,,, .,
.,
Salaries & Benefits
110,31.3125.5111
Full Time Salaries
- 33,380
37,280 -
- 44,841
30,900
110,31.3125.5113
Overtime
- 4,247
- -
- -
-
110.31.3125.5124
Sick Leave Buyback
- 3,000
- -
- -
-
110.31.3125.5125
Vacation Buyback
- 6,000
- -
- -
-
110.31.3125.5132
Un'llorm Allowances
- 230
- -
- -
200
110.31.3125.5YM
Fringe Benefits
- 5,877
5,749 -
- 6,673
5,400
110,31.3125,5156-7
Retirement -PERS
- 4,370
3,216 -
- 3,436
2,800
110,31.3125,5181-2
PERS Unfunded Liability Pmt
- 16,069
16,069 -
- -
2,400
Subtotal - 73,173 62,315 - - 54,951 41,700
Materials & Services
Assets
Costs
as&Benefits - 73,173 62,315 - - 54,951 41,700
mance & Operations - - - - - - -
ted Costs - - - - - - -
ilOullay - - - - - - -
Expenditures - 73,173 62,315 - - 54,951 41,700
166
Fund: General Fund
Department: Police
Division/Program: Investigations (110-3130)
EXPENDITURES
110.31.3130.5110
Sworn Full Time Salaries
110.31.3130.5111
Full Time Salaries
110.31.3130.5113
Overfime
110.31.3130.5XXX
Premium Pay
110.31.3130.5121
Holiday Opt - No PERS
110.31.3130.5124
Sick Leave Buyback
110.31.3130.5125
Vacation Buyback
110.31.3130.5132
Uniform Allowances
110.31.3130.5XXX
Fringe Benefits
110.31.3130.5156-7
Retirement -PERS
110.31.3130.5180
Leave Lump Sum
110.31.3130.5181-2
PERS Unfunded Liability Pint
110.31.3130.5999
Salary Savings
& Services
Assets
A located Costs
110,31.3130,8104 Vehicle Maintenance Charges
110,31.3130,8105 Fuel & Oil Charges
as & Benefits
mane & Operations
ted Costs
il Outlay
Expenditures
1,742,951
1,833,784
1,474,121
1,293,444
1,293,444
1,336,029
1,293,400
259,318
259,318
167,491
197,604
197,604
154,746
197,600
302,598
302,598
437,987
302,598
302,598
315,535
302,600
170,988
170,988
144,222
154,094
154,094
135,170
144,500
15,000
15,000
10,616
13,000
13,000
18,391
13,000
50,000
50,000
34,732
40,000
40,000
-
40,000
25,000
25,000
13,601
25,000
25,000
19,580
25,000
-
18,122
12,217
-
-
13,300
13,300
561,451
543,329
550,631
413,945
413,945
413,443
478,100
395,373
413,234
337,536
331,318
331,318
310,444
258,100
-
-
124,886
-
-
2,169
-
990,957
990,957
990,957
833,005
-
-
94,100
(86,994)
(86,994)
-
-
-
-
-
4,426,642 4,535,336 4,298,997 3,603,998 2,770,993 2,718,807 2,849,700
24,261 24,261 92,019 40,588 40,588 24,373 25,000
87,135 87,135 99,702 107,211 107,211 65,281 70,000
111,396 111,396 191,721 147,799 147,799 89,654 95,000
4,426,642
4,535,336
4,298,997
3,603,998
2,770,993
2,718,807
2,849,700
111,396
111,396
191,721
147,799
147,799
89,654
95,000
4,538,038
4,646,732
4,490,718
3,751,797
2,918,792
2,808,461
2,944,700
167
Fund: General Fund
Department: Police
Division/Program: Special Enforcement Team (110.3131)
EXPENDITURES
110.31.3131.5110
Sworn Full Time Salaries
110.31.3131.5113
Overfime
110.31.3131.5XXX
Premium Pay
110.31.3131.5121
Holiday Opt - No PERS
110.31.3131.5124
Sick Leave Buyback
110.31.3131.5132
Uniform Allowances
110.31.3131.5XXX
Fringe Benefits
110.31.3131.5156-7
Retirement -PERS
110.31.3131.5180
Leave Lump Sum
110.31.3131.5181-2
PERS Unfunded Liability Pmt
Services
Assets
Costs
as 8 Benefits
mane 8 Operations
ted Costs
it Outlay
Expenditures
565,045
600,748
558,739
632,086
632,086
629,566
632,100
-
-
244,664
-
-
142,570
-
37,986
37,986
49,171
57,798
57,798
61,005
67,300
5,000
5,000
3,870
3,000
3,000
10,033
3,000
14,000
14,000
17,119
15,000
15,000
-
15,000
-
6,084
6,000
-
7,000
7,000
158,243
152,159
186,658
167,357
167,357
170,808
219,700
118,319
125,340
121,017
148,074
148,074
144,897
117,300
-
-
-
-
-
407
-
288.731
288.731
288.732
338.840
-
-
35.500
1,187,324 1,230,048 1,475,969 1,362,155 1,023,315 1,166,285 1,096,900
1,187,324 1,230,048 1,475,969 1,362,155 1,023,315 1,166,285 1,096,900
1,187,324 1,230,048 1,475,969 1,362,155 1,023,315 1,166,285 1,096,900
168
Fund: General Fund
Department: Police
Division/Program: Animal Control Services (110-5190)
EXPENDITURES
Materials & Services
110.61.5190,6130 Service Contracts
Assets
Costs
690,000
850,000
895,000
921,850
921,850
921,492
605,000
690,000
850,000
895,000
921,850
921,850
921,492
605,000
Revenue 440,000 440,000 57,115 60,000 60,000 150,000 200,000
Salaries & Benefits - - - - - - -
Maintenance &Operations 690,000 850,000 895,000 921,850 921,850 921,492 605,000
Allocated Costs - - - - - - -
Capital Outlay - - - - - - -
Total Expenditures 690,000 850,000 895,000 921,850 921,850 921,492 605,000
169
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: Police Administration (117-3110)
REVENUE
EXPENDITURES
Salaries & Benefits
117,31.3110.5113
Overtime -
-
11,628 -
-
-
-
117.31.3110.5XXX
Fringe Benefits -
-
1,045 -
-
-
-
Subtotal
-
-
12,672 -
-
-
-
Materials & Services
117.31.3110.6050
Conference & Meetings -
15,000
6,997 -
35,000
35,000
-
117.31.3110.6120
Other Contractual Services -
55,000
50,040 -
85,000
85,000
70,000
117.31.3110.6145
Telephone --Special Lines -
20,000
35,017 -
50,000
50,000
50,000
117.31.3110.6220
Police Dept Supplies -
90,900
40,477 -
335,561
335,561
195,000
117.31.3110.6338
Explorer Program -
1,000
111 -
2,000
2,000
-
Subtotal
-
181,900
132,642 -
507,561
507,561
315,000
Capital Assets
117.31.3110.7130
Data Processing Equipment -
25,000
27,665 -
-
-
-
117.31.3110.7160
Other Equipment -
268,966
167,859 -
643,019
643,019
350,000
117.31.3110.7170
Vehicle & Mobile Equipment -
-
- -
-
-
250,000
117.31.3110.7500
Buildings -
100,000
100,000 -
26,146
26,146
-
117.31.3110.7530
Building Improvements -
135,000
81,341 -
262,130
262,130
15,000
Subtotal - 528,966 376,866 - 931,295 931,295 615,000
Allocated Costs
as & Benefits - - 12,672 - - - -
mance & Operations - 181,900 132,642 - 507,561 507,561 315,000
ted Costs - - - - - - -
ilOullay - 528,966 376,866 - 931,295 931,295 615,000
Expenditures - 710,866 522,180 - 1,438,856 1,438,856 930,000
170
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: Dispatch (117-3116)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
6,099 3,115
6,099 3,115
45,829 45,829 35,000
45,829 45,829 35,000
171
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: West Covina Service Group (117-3119)
REVENUE
as 8 Benefits - - - - - - -
3nance8Operations - 728,866 642,934 - 1,065,106 1,065,106 665,000
ted Costs - - - - - - -
ilOullay - 95,757 73,682 - 57,075 57,075 60,000
Expenditures - 824,623 716,617 1,122,180 1,122,181 725,000
Ii►IA
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: Patrol (117-3120)
REVENUE
EXPENDITURES
117,31.3120,5110
Sworn Full Time Salaries
- 394,085
93,040
- 225,000
79,914
250,000
117,31.3120,5113
Overtime
- -
6,635
- -
320
-
117.31.3120.5XXX
Premium Pay
- -
9,315
- -
9,679
-
117.31.3120.5132
uniform Allowances
- -
1,000
- -
2,000
-
117.31.3120.5XXX
Fringe Benefits
- -
32,674
- -
25,531
-
117.31.3120.5156-7
Retirement -PERS
- -
20,397
- -
18,105
-
Subtotal
- 394,085
163,061
- 225,000
135,550
250,000
Materials 8 Services
117.31.3120.6120
Other Contractual Services
- 30,897
10,377
- 130,520
130,520
40,000
117.31.3120.6999
Non -Capital Equipment
- 2,963
450
- 5,000
5,000
-
Subtotal
33,859
10,827
- 135,520
135,520
40,000
Capital Assets
117.31.3120.7160
Other Equipment
- 256,095
91,042
- 90,000
90,000
-
117.31.3120.7170
Vehicles 8 Mobile Equipment
- 507,432
(127)
- 1,625,567
1,625,567
500,000
Subtotal - 763,528 90,915 - 1,715,567 1,715,567 500,000
Allocated Costs
SUMMARY Adopted
Budget
Amended
Budget
i Adopted
Actual Budget
Amended
Projected
Actual
Proposed
Budget
Revenue -
-
- -
(112-311-20�
-
-
-
Salaries 8 Benefits -
394,085
163,061 -
225,000
135,550
250,000
Maintenance 8 Operations -
33,859
10,827 -
135,520
135,520
40,000
Allocated Costs -
-
- -
-
-
-
Capital Outlay -
763,528
90,915 -
1,715,567
1,715,567
500,000
Total Expenditures -
1,191,472
264,803
2,076,087
1,986,637
790,000
Net Program Revenuel(Cost)
1,191,472
264,803
2,076,087
1,986,637
790,000
173
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: Traffic (117-3121)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
3,777 - - 13,777 13,777
3,777 - - 13,777 13,777
174
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: Investigations (117-3130)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
250,000 250,000 250,000
250,000 250,000 250,000
ill
Fund: Drug Enforcement Rebate
Department: Police
Division/Program: Special Enforcement Team (117-3131)
REVENUE
EXPENDITURES
Salaries & Benefits
i
117.31.3131.5113
Overtime
- 34,080
-
- -
-
-
Subtotal
- 34,080
-
- -
-
-
Materials 6 Services
117.31.3131.6050
Conferences & Meetings
- -
-
- -
-
15,000
117.31.3131.6120
Other Contractual Services
- 91,781
78,046
- 138,735
138,735
100,000
Subtotal
- 91,781
78,046
- 138,735
138,735
115,000
Capital Assets
117.31.3131.7170
Vehicles 8 Mobile Equipment
- 70,995
67,339
- 198,656
198,656
150,000
Subtotal - 70,995 67,339 - 198,656 198,656 150,000
Allocated Costs
ss 8 Benefits
mane 8 Operations
ted Costs
it Outlay
Expenditures
34,080 -
91,781 78,046
70,995 67,339
196,856 145,385
138,735 138,735 115,000
198,656 198,656 150,000
337,392 337,391 265,000
176
Fund: Police Donations
Department: Police
Division/Program: Police Administration (127-3110)
REVENUE
127.31.4410 Interest Income - - 376
127.31.4831 Police Explorer Donations - 1,488 1,488
127.31.4838 Misc Police Donations - 10,000 10,000
EXPENDITURES
Salaries & Benefits
auumra.
Materials & Services
100 104 100
700 700 700
400 400 400
127.31.3110.6338
Explorer Program
- 1,579
1,544
- 935
700
1,600
127.31.3110.6476
Misc Police Donations Exp.
- 62
16
- 13,246
1,900
400
127.31.3110.6560
K-9
- 374
-
- 7,374
7,374
7,400
127.31.3110.6572
Shop Program
- -
-
- 6,430
-
-
Subtotal
- 2,015
1,560
- 27,985
9,974
9,400
r.a.n T,.tni
- 9 nts
t san
- 27 oas
o me
o enn
as & Benefits - - - - - - -
mance&Operations - 2,015 1,560 - 27,985 9,974 9,400
ted Costs - - - - - - -
ilOullay - - - - - - -
Expenditures - 2,015 1,560 - 27,985 9,974 9,400
177
Fund: Bureau of Justice Assistance
Department: Police
Division/Program: Police Administration (130-3110)
REVENUE
EXPENDITURES
Materials & Services
130.31.3110.6220 Police Dept Supplies - 18,809 18,809
Subtotal - 18,809 18,809
as & Benefits
;nance & Operations
ted Costs
l Outlay
Expenditures
18,809 18,809
18,809 18,809
WK
Fund: Bureau of Justice Assistance
Department: Police
Division/Program: Police (130-3111)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
17,856 17,856
17,856 17,856
f►B:
Fund: Bureau of Justice Assistance
Department: Police
Division/Program: Patrol (130-3120)
REVENUE
EXPENDITURES
Materials & Services
130.31.3120.6270 Other Supplies I Materials - 10,170 10,170
Subtotal - 10,170 10,170
as & Benefits
;nance & Operations
ted Costs
l Outlay
Expenditures
10,170 10,170
10,170 10,170
Wit,
Fund: Community Development Block Grant
Department: Police
Division/Program: Investigations (131-3130)
EXPENDITURES
Salaries & Benefits
131.31.3130.5111
Full Time Salaries
131.31.3130.5113
Overtime
131.31.3130.5121
Holiday Opt - No PERS
131.31.3130.5124
Sick Leave Buyback
131.31.3130.5XXX
Fringe Benefits
131.31.3130.5156-7
Retirement -PERS
131.31.3130.5181-2
PERS Unfunded Liability Pmt
Services
Assets
Costs
:s & Benefits
mance & Operations
ted Costs
it Outlay
Expenditures
12,383 12,383 13,575
- - 125
- - 357
3,047 3,047 3,406
1,002 1,002 1,192
3.686 3.686 3.686
20,118 20,118 22,341
12,383 12,383
3,167 3,167
1,087 1,087
4,806 4,806
21,443 21,443
2,557 12,400
218 -
60
912 2,900
245 800
- 200
3,992 16,300
20, 118 20, 118 22,341 21,443 21,443 3,992 16,300
20,118 20,118 22,341 21,443 21,443 3,992 16,300
181
Fund: Inmate Welfare
Department: Police
Division/Program: Jail (150-3115)
REVENUE
150.00.4410
150.31.4819
Interest Income - - 117 - - - -
Inmate Phone Revenue 1,000 1,000 1,828 1,000 1,000 1,500 1,500
as 8 Benefits - - - - - - -
mance8Operations 3,000 3,000 2,000 1,000 1,000 1,500 1,500
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 3,000 3,000 2,000 1,000 1,000 1,500 1,500
182
Fund: Inmate Welfare
Department: Police
Division/Program: Buildings(150-7001)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
ilOullay - 9,065
Expenditures - 9,065
iGR'.
Fund: Public Safety Augmentation
Department: Police
Division/Program: Patrol (153-3120)
REVENUE... -. .-. .. • ...
153.00.4410 Interest Income - - 5,049 - - 1,258 2,000
153.00.4647 Miscellaneous Reimbursement - - - 15,667 15,667 - -
153.31.4110 Sales and Use Taxes 786,000 786,000 773,318 808,000 808,000 808,000 823,800
EXPENDITURES
Salaries & Benefits
153.31.3120.5110
Sworn Full Time Salaries
153.31.3120.5113
Overtime
153.31.3120.SXXX
Premium Pay
153.31.3120.5124
Sick Leave Buyback
153.31.3120.5132
Uniform Allowances
153.31.3120.SXXX
Fringe Benefits
153.31.3120.5156-7
Retirement -PERS
153.31.3120.5180
Leave Lump Sum
153.31.3120.5181-2
PERS Unfunded Liability Pmt
Materials & Services
Subtotal
SUMMARY
Salaries & Benefits
Maintenance & Operations
Allocated Costs
Capital Outlay
Total Expenditures
339,706
354,094
296,599
392,758
392,758
366,367
398,700
114,066
114,066
132,966
-
-
130,480
173,900
22,940
42,743
28,775
33,315
33,315
33,844
37,700
4,000
4,000
4,547
4,000
4,000
-
-
-
5,070
3,583
-
-
4,000
4,000
117,278
83,982
134,105
74,134
74,134
82,793
80,600
91,531
92,702
1,535
83,589
83,590
87,968
96,200
-
-
5,996
-
-
-
-
96.479
96.479
96.479
205.839
205.839
205.839
18.900
786,000 793,126 704,586 793,636 793,636 911,291 810,000
786,000 786,000 778,367 823,667 823,667 809,258 825,800
786,000 793,126 704,586 793,636 793,636 911,291 810,000
786,000 793,126 704,586 793,636 793,636 911,291 810,000
184
Fund: COPS/SLESF
Department: Police
Division/Program: Police Administration (155-3110)
REVENUE LI AR.,
I' -
155.00.4410 Interest Income - - 6,216 - - 1,600 1,600
155.31A521 State Gant 170,000 163,853 205,045 163,000 161,021 205,000 205,000
EXPENDITURES
.,,, -, - ,-,
Salaries & Benefits
155,31.3110,5112
Part Time Salaries
- -
3,299
- -
-
155.31.3110.5XXX
Fringe Benefits
- -
277
- -
-
Subtotal
3,575
-
-
-
Materials & Services
155.31.3110.6110
Professional Services
- 5,721
2,822
- 11,399
11,399
11,400
155.31.3110.6220
Police Dept Supplies
- 76,103
75,694
- 97,021
97,021
97,000
Subtotal
- 81,824
78,506
- 108,420
108,420
108,400
Capital Assets
155,31.3110,7160
Other Equipment
- 102,236
100,579
- 84,000
84,000
84,000
Subtotal - 102,236 100,579 - 84,000 84,000 84,000
Allocated Costs
as & Benefits
- -
3,575
- -
-
-
mance & Operations
- 81,824
78,506
- 108,420
108,420
108,400
ted Costs
- -
-
- -
-
-
ilOutlay
- 102,236
100,579
- 84,000
84,000
84,000
Expenditures
- 184,060
182,661
- 192,420
192,420
192,400
185
Fund: USDOJ COVID
Department: Police
Division/Program: Police Administration (156-3110)
REVENUE
as & Benefits - - - - 34,090 16,084
mane&Operations - 6,000 2,341 - 24,171 24,171
ted Costs - - - - - -
ilOullay - - - - - -
Expenditures - 6,000 2,341 - 58,261 40,255
MR
Fund: Sewer Maintenance
Department: Police
Division/Program: Community Enhancement (189-3125)
EXPENDITURES
Salaries & Benefits
189.31.3125.5111
Full Time Salaries
189.31.3125.5113
Overtime
189.31.3125.5121
Holiday Opt - No PERS
189.31.3125.5124
Sick Leave Buyback
189.31.3125.5125
Vacation Buyback
189.31.3125.5132
Uniform Allowances
189.31.3125.5XXX
Fringe Benefits
189.31.3125.5156-7
Retirement -PERS
189.31.3125.5181-2
PERS Unfunded Liability pint
Services
Assets
Costs
21,445 21,445 19,930
- - 196
244
-
714
-
184
92
4,475
4,291
3,740
1,748
1,748
1,764
6,427
6,427
6,427
34,095
34,095
33,097
12,376 12,376 10,511 12,400
60
1,160
-
-
-
92
100
2,423
2,423
1,994
2,100
1,084
1,085
830
800
4.794
4.794
4.794
1.000
20,678 20,678 19,431 16,400
Salaries & Benefits 34,095 34,095 33,097 20,678 20,678 19,431 16,400
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - -
Total Expenditures 34,095 34,095 33,097 20,678 20,678 19,431 16,400
Net Proaram Revenue/ICostl f34 n951 !34 n951 l33 n971 t7n 67111 t7n 67111 !19 4111 N6 anon
187
Fund: Office of Traffic Safety Grants
Department: Police
Division/Program: OTS Grant (207-3110)
EXPENDITURES
.,,,-,
- ,-,
.,,,-,
.,
Proposed
Salaries & Benefits
dget
(12-31-001
Actual
Budget
207.31,3110.5113
Overtime -
14,550
13493
-
25,000
34862
34,000
207.31.3110.5XXX
Fringe Benefits -
4,568
954
-
-
2,674
2,000
Subtotal
-
19,118
14,447
-
25,000
37,536
36,000
Materials & Services
207.31.3110.6050
Conferences & Meetings -
-
-
-
1,208
-
-
207.31.3110.6270
Other Supplies / Materials -
674
674
-
-
-
-
Subtotal
-
674
674
-
1,208
-
-
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
207.31,3110.8101
-
-
-
4,170
4,170
-
-
Subtotal
-
-
-
4,170
4,170
-
-
Grand Total
19,792
15,121
4,170
30,378
37,536
36,000
Salaries & Benefits - 19,118 14,447 - 25,000 37,536 36,000
Maintenance & Operations - 674 674 - 1,208 - -
Allocated Costs - - - 4,170 4,170 - Capital Outlay - - - - - - -
Total Expenditures - 19,792 15,121 4,170 30,378 37,536 36,000
188
Fund: Homeland Security Grant
Department: Police
Division/Program: Police (218-3111)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
70,199 70,199
70,199 70,199
fBk:
Fund: Homeland Security Grant
Department: Police
Division/Program: Patrol (218-3120)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
83,911 83,710
83,911 83,710
Wif,
Fund: Taskforce for Regional Autotheft Prevention (TRAP) Grant
Department: Police
Division/Program: TRAP (233-3130)
REVENUE .... -.
i
233.31.4540 County Grants 382,000 382,000 166,447 382,000 382,000 181,012 176,800
233.31.4647 Miscellaneous Reimbureements - - - 11,350 11,350 - -
EXPENDITURES
Salaries & Benefits
233.31.3130.5110
Swoon Full Time Salaries
187,343
193,581
103,216
194,857
194,857
100,524
109,300
233.31.3130.5113
Overtime
-
-
13,163
-
-
13,871
-
233.31.3130.SXXX
Premium Pay
7,332
7,332
10,768
11,466
11,466
10,760
11,500
233.31.3130.5121
Holiday Opt - No PERS
1,000
1,000
518
1,000
1,000
2,323
-
233.31.3130.5124
Sick Leave Buyback
5,000
5,000
3,111
6,000
6,000
-
-
233.31.3130.5132
Uniform Allowances
-
2,028
1,000
-
-
1,000
1,000
233.31.3130.SXXX
Fringe Benefits
62,429
60,401
35,553
62,542
62,542
30,089
31,900
233.31.3130.5156-7
Retirement -PERS
38,141
39,367
22,807
41,162
41,162
22,444
23,100
233.31.3130.5181-2
PERS Unfunded Liability Pont
93,073
93,073
93,073
101,337
101,337
-
-
Subtotal
394,318
401,782
283,209
418,364
418,364
181,012
176,800
Materiels & Services
Subtotal
-
-
-
-
-
-
-
Allocated Costs
233.31.3130.8101
Admin & Overhead Charges
-
-
-
19,703
19,703
-
-
Subtotal - - - 19,703 19,703
SUMMARYI
OFF
.-.
.; ....
.-.
.. ..
...:
Revenue
382,000
382,000
166,447
393,350
393,350
181,012
176,800
Salaries & Benefits
394,318
401,782
283,209
418,364
418,364
181,012
176,800
Maintenance & Operations
-
-
-
-
-
-
-
Allocated Costs
-
-
-
19,703
19,703
-
Capital Outlay
-
-
-
-
-
-
Total Expenditures
394,318
401,782
283,209
438,067
438,067
181,012
176,800
Net Program Revenue/(Cost)
(12 3191
N9 7821
111E 7621
144.7171
1447171
-
-
191
Fund: City Law Enforcement Grant
Department: Police
Division/Program: City Law Enforcement Grant (234-3120)
EXPENDITURES
Salaries & Benefits
234.31.3120.5110
Sworn Full Time Salaries
234.31.3120.5113
Overtime
234.31.3120.SXXX
Premium Pay
234.31.3120.5132
Uniform Allowances
234.31.3120.SXXX
Fringe Benefits
234.31.3120.5156-7
Retirement -PERS
234.31.3120.5180
Leave Lump Sum
Materials & Services
Capital Assets
A located Costs
234.31.3120.8101 Admin. & Overhead Charges
Subtotal
SUMMARY
Revenue
Salaries & Benefits
Maintenance & Operations
Allocated Costs
Capital Outlay
Total Expenditures
90,584
101,488
15,826 -
- 29,486
-
-
3,883 -
- 9,899
20,306
20,306
4,672 -
- 4,205
-
1,014
- -
- 654
22,185
21,171
5,555 -
- 10,201
21,698
23,842
4,164 -
- 6,447
-
-
6,764 -
- -
154,773
167,821
40,864 -
- 60,892
- - 5
154,773 167,821 40,864
154,773 167,821 40,864
7,686 7,686 7,686
7,686 7,686 7,686
60,892
7,686 7,686 7,686
7,686 7,686 68,578
192
Fund: Law Enforcement Tobacco Grant
Department: Police
Division/Program: Tobacco Grant (238-3110)
EXPENDITURES
Salaries & Benefits
i
238.31,3110.5113
Overtime
70,000
136,259
31,710
-
- - -
238.31.3110.5XXX
Fringe Benefits
-
-
2,174
-
- - -
Subtotal
70,000
136,259
33,884
-
- - -
Materials & Services
238.31.3110.6050
Conferences & Meetings
-
2,000
-
-
- - -
238.31.3110.6220
Police Dept Supplies
-
780
121
-
- - -
Subtotal
2,780
121
-
- - -
Capital Assets
Subtotal
-
-
-
-
- - -
Allocated Costs
238.31.3110.8101
Admin. & Overhead Charges
-
-
-
6,862
6,862 - -
Subtotal
-
-
-
6,862
6,862 - -
Grand Total
70,000
139,039
34,005
6,862
6,862
SUMMARY
Adopted
Budget
Amended
Budget
opted Ammndr�
=WBudget
Revenue
70,000
70,000
(12-31-20
7,129 - -
Salaries & Benefits
70,000
136,259
33,884 - -
Maintenance & Operations
-
2,780
121 - -
Allocated Costs
-
-
- 6,862 6,862
Capital Outlay
-
-
- - -
Total Expenditures
70,000
139,039
34,005 6,862 6,862
193
Fund: CA Bureau of State Community Corrections
Department: Police
Division/Program: Jail (239-3115)
REVENUE
SUMMARY
Salaries & Benefits
Maintenance & Operations
Allocated Costs
Capital Outlay
Total Expenditures
699 699 - 2,271 2,271
699 699 - 2,271 2,271
11RV
Fund: Police Computer Service Group
Department: Police
Division/Program: West Covina Service Group (375-3119)
REVENUE
....
Adoptedd
Budget
Projected
il
opo .,
Budget
375.31.2800
Charges for Services-Misc.
460.000
460.000
-
250.000
250.000
45.000
20.000
375.31.2848
Sales -La Mesa
19,000
19,000
15,000
-
-
-
-
375.31.2850
Sales -Corona
102,000
102,000
11,734
15,000
15,000
11,000
4,000
375.31.2852
Sales -Hacienda Heights USD
8.000
8.000
8.000
8,000
8.000
8.000
8.000
375.31.2853
Sales -Cypress
4,000
4,000
4,000
4,000
4,000
4,000
4,000
375.31.2854
Sales -El Monte
8,000
8,000
8,000
8,000
8,000
8,000
8,000
375.31.2855
Sales -El Segundo
8.000
8.000
8.000
8.000
8.000
8.000
-
375.31.2862
Sales -Los Alamitos
4,000
4,000
4,000
4,000
4,000
4,000
4,000
375.31.2864
Sales -Montclair
79,500
79,500
153,481
62,000
62,000
62,000
30,000
375.31.2865
Sales -La Habra
8.000
8.000
4.000
8.000
8.000
4.000
8.000
375.31.2870
Sales -Seal Beach
4,000
4,000
4,000
4,000
4,000
4,000
4,000
375.31.2871
Sales-Porterville
78,000
78,000
80,790
-
-
-
375.31.2872
Sales -Sparks, NV
8.000
8.000
4.000
-
-
-
-
375.31.2873
Sales -Tustin
100,000
100,000
99,983
100,000
100,000
25,100
11,000
375.31.2876
Sales -St. Louis County
58,500
58,500
25,600
60,000
60,000
60,000
50,000
375.31.2880
Sales -Tracy
100.000
100.000
194.082
95.000
95.000
95.000
58.000
375.31.2883
Sales -San Marino
92,000
92,000
106,832
17,000
17,000
17,000
17,000
375.31.2885
Sales -Alhambra
100,000
100,000
111,570
4,000
4,000
16,595
4,000
375.31.2889
Sales -West Covina Fire Dept
45.000
45.000
29.240
45.000
45.000
45.000
45.000
375.31.2891
Sales -Pasadena
139,100
139,100
143,663
145,000
145,000
145,000
72,000
375.31.2892
Sales -Hemet
114,000
114,000
253,500
146,000
146,000
146,000
50,000
375.31.2894
Sales -La Verne
2.200
2.200
2.160
2.200
2.200
2.200
2.200
375.31.2895
Sales -Baldwin Park
2,000
2,000
3,160
2,000
2,000
3,160
3,200
375.31.2896
Sales -Baldwin Park School Police
8,000
8,000
8,000
8,000
8,000
8,000
8,000
375.31.2897
Sales -Bureau of Land Mgmt
24.500
24.500
30.110
24.500
24.500
24.500
6.000
375.31.2898
Sales -Southwest Central Dispatch
28,000
28,000
-
-
-
-
-
375.31.4647
Miscellaneous Reimbursement
-
-
-
27,439
27,439
-
-
Grand
Total
1,603,800
1,603,800
1,312,905
1,047,139
1,047,139
745,555
416,400
EXPENDITURES
.... ..
i
Salaries S Benefits
375.31.3119.5110
Sworn Full Time Salaries
-
18,801
13,744
18,801
18,801
-
-
375.31.3119.5111
Full Time Salaries
861,619
842,819
367,967
469,771
469,770
102,620
83,500
375.31.3119.5113
Overtime
10.200
10.200
6.715
10.200
10.200
2.405
-
375.31.3119.5XXX
Premium Pay
2,392
2,392
1,661
1,196
1,196
450
-
375.31.3119.5121
Holiday Opt - No PERS
-
-
-
-
-
1,204
-
375.31.3119.5124
Sick Leave Buyback
12,000
12.000
5.935
10.000
10.000
-
-
375.31.3119.5125
Vacation Buyback
18,000
18,000
6,956
16,000
16,000
3,236
-
375.31.3119.5132
Uniform Allowances
-
101
-
-
-
-
-
375.31.3119.SXXX
Fringe Benefits
228.070
227.968
75.089
133.620
133.620
26.961
14.500
375.31.3119.5156-7
Retirement -PERS
71,919
71,919
35,156
45,019
45,019
8,772
5,300
375.31.3119.5180
Leave Lump Sum
-
-
47,724
-
-
93,379
-
375.31.3119.5181-2
PERS Unfunded Liability Pmt
264,464
264.464
264.464
13.119
13,119
-
-
Subtotal
1,468,664
1,468,664
825,411
717,725
717,725
239,028
103,300
Materials 8 Servlces
375.31.3119.6030
Memberships
200
200
-
100
100
-
-
375.31.3119.6050
Conferences B Meetings
5,000
5,000
-
1,500
1,500
-
300
375.31.3119.6120
Other Contractual Services
75,000
75,000
37,477
47,500
47,500
24,000
24,000
375.31.3119.6138
Misc Equipment Contracts
28,800
28.800
9.903
20.300
20.300
10.500
10.500
375.31.3119.6145
Telephone -Special Lines
60,000
60,000
53,094
50,000
50,000
50,000
50,000
375.31.3119.6147
Cellular Phones
15,800
15,800
6,363
6,500
6,500
1,600
1,600
375.31.3119.6215
Computer Supplies
2.500
2.500
1.046
2.000
2.000
2.000
2.000
375.31.3119.6270
Other Supplies/Materials
1,000
1,000
10
1,000
1,000
-
-
Subtotal
188,300
188,300
107,894
128,900
128,900
88,100
88,400
195
Fund: Police Computer Service Group
Department: Police
Division/Program: West Covina Service Group (375-3119)
REVENUE
=Aed.pt..d
Budget
Amended
(12�31-20)
Projected Proposed
Actual Budget
Capital Assets
Subtotal
-
-
-
-
-
- -
Allocated Costs
375.31.3119.8101
Admin & Overhead Charges
125,440
125,440
112,164
200,573
200,573
- -
375.31.3119.8508
Purchases - Tracy
-
-
80.370
-
-
163.699 -
375.31.3119.8517
Purchases -Pasadena
-
-
3,460
-
-
3,460 -
375.31.3119.8519
Purchases - Hemet
-
-
-
-
-
200,014 -
375.31.3119.8522
Purchases - Baldwin Park
-
-
2.370
-
-
2,370 -
375.31.3119.8523
Purchases - St. Louis County
-
-
55,350
-
-
- -
375.31.3119.8524
Purchases - La Verne
-
-
1,620
-
-
1,620 -
375.31.3119.8525
Purchases - Montclair
-
-
42.000
-
-
77.700 -
Subtotal
125,440
125,440
297,334
200,573
200,573
448,863
Grand Total
1,782,404
1,782,404
1,230,639
1,047,198
1,047,198
775,991 191,7 00
as & Benefits
1,468,664
1,468,664
825,411
717,725
717,725
239,028 103,300
mance & Operations
188,300
188.300
107.894
128.900
128.900
88.100 88.400
red Costs
125,440
125,440
297,334
200,573
200,573
448,863 -
,lOutlay
-
-
-
-
-
- -
Expenditures
1,782,404
1,782,404
1,230,639
1,047,198
1,047,198
775,991 191,700
196
Fund: West Covina Housing Authority
Department: Police
Division/Program: Patrol - Bike Patrol Team (820-3120)
EXPENDITURES
.3120.5110
Sworn Full Time Salaries
.3120.5113
Overtime
.3120.5XXX
Premium Pay
.3120.5121
Holiday Opt - No PERS
.3120.5132
Uniform Allowances
.3120.5XXX
Fringe Benefits
.3120.5156-7
Retirement -PERS
.3120.5180
Leave Lump Sum
.3120.5181-2
PERS Unfunded Liability Pmt
services
Assets
Costs
90,584
112,687
68,500
93,503
93,503
-
-
6,848
-
-
20,306
20,306
16,589
7,358
7,358
-
-
-
3,510
3,510
-
1,014
500
-
-
22,185
21,171
20,180
27,796
27,796
21,698
22,950
17,038
20,822
20,822
-
-
6,764
-
-
52,949
52,949
52,949
51,262
51,262
207,722
231,077
189,368
204,251
204,251
69,702 134,900
9,899 -
16.141 18.900
1,154 1,300
23,512 34,700
16.933 24.500
51,262 4,300
188,602 218,600
Salaries & Benefits 207,722 231,077 189,368 204,251 204,251 188,602 218,600
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - -
Total Expenditures 207,722 231,077 189,368 204,251 204,251 188,602 218,600
uer o.......... oe..e....vur..�e ..,.�....., .... ,..., .. e,. .,tee, ..,...�., ..,...�., ..ee �,..., ...e �,.,.,
197
Page Intentionally Left Blank
198
Fire
FIRE DEPARTMENT
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.
Ti
e Fire Department is comprised of a combination of dedicated career firefighters
nd 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, 2020 to December 31, 2020, the Fire Department responded to a total
of 8,783 reported emergency incidents that originated from 9-1-1 calls. Emergency
responses included 6,145 calls for medical assistance, 1,964 calls for public assistance,
292 false alarms, 154 hazardous conditions, 216 fires, and 12 other type calls, for a total
estimated fire loss of $1,867,915.00. The average response time to all incidents was 6
minutes and 43 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
iRA,
Fire
The Fire Department has five basic functional responsibilities which are described below:
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.
• 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 for fire 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.
Onerations
• Provides a professionally trained emergency force forfire, 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
POIC
Fire
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.
• 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
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.
PON
Fire
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.
Pik➢i
SENIOR
ADMINISTRATION
ASSISTANT
SENIOR
ACCOUNT CLERK
FIRE PROTECTION
SPECIALIST
FIRE PROTECTION
SPECIALIST"
ASSISTANT ' ASSISTANT
FIRECHIEF FIRECHIEF
51 Shift B
MANAGEMENT
ANALYSTI/II
ADMINISTRATIVE
AIDE
ASSISTANT
FIRECHIEF
Shift C
STATIONNO.1 I STATIONN0.2 I STAT IONNO. 3 I STATIONNO.4 I STAT ION NO. 5
Engine (3) Engine (3) F'er ue 4mbu!ance
Rescue Ambalance (2) Re
scueAmbulance (?! Qu+!i�l
Fire
General Fund
100%
EXPENDITURES BY FUNDING SOURCE
Vehicle
Replacement
<1%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Source of Funds:
$ 20,826,801
$ 22,479,858
$ 20,021,267
$ 16,989,200
General Fund
Vehicle Replacement
-
-
-
80,000
Total Source of Funds
$ 20,826,801
1 $ 22,479,858
$ 20,021,267
$ 17,069,200
Fire
Materials &
Services
13%
EXPENDITURES BY CATEGORY
Salaries & Benefits
87%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 18,411,161
$ 19,966,806
$ 17,863,450
$ 14,876,900
Total Salaries & Benefits
Total Materials & Services
2,415,640
2,513,052
2,157,817
2,192,300
Total Source of Funds
$ 20,826,801
1 $ 22,479,858
$ 20,021,267
$ 17,069,200
Fire
FY 2021-2022 GOALS AND OBJECTIVES
• 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.
• Continue to provide the highest level of safety precautions response readiness and
cooperation with all organizations during the COVID-19 pandemic.
• Maintain a high level of operational readiness through enhanced training and
development that will ensure prompt and efficient emergency response to all
emergencies.
• 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.
• 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.
• 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.
• 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.
• Provide quality fiscal management in developing specifications, procurement,
maintenance, and repairs forvehicles, apparatus, facilities, and firefighting equipment.
• Complete a mobile auxiliary communications trailer in partnership with Faith
Community Church to maintain communications in the event of a large-scale disaster.
• Continue to explore how to increase enrollment in the City's Ambulance Subscription
Program including the development of new program materials, advisements,
community partnerships, and promotion events.
PON
Fire
• 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.
Host the 3rd 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 3rd 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).
• Complete annual inspections on all business that have not been inspected for fire and
life safety.
Train 4 additional members to the level of Hazard Material specialists and train
additional 10 members to Urban Search and Rescue specialists.
I» &i:I M:10 111 &1
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 asses 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.
• Updated all Self -Contained Breathing Apparatus to current standards related to testing,
maintenance and repair.
Purchased for all suppression personnel up to date personal protection equipment, two
sets were provided for fire fighter safety.
• Begun fire station safety concern repairs; diesel exhaust capture equipment, repair
broken apparatus bay doors, secure bay door openings for structural support, asbestos
removal.
rzm
Fire
• 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, or injured persons.
• Enhanced data collection methodologies to identify emergency service improvement
opportunities, for fire prevention and fire recovery.
• Researching a "pilot' 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.
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 35 different mutual aid wildland responses with, engine companies,
Fireline EMTs, Field Observers, Chief Officers, specialized Urban Search and Rescue
teams.
• Successfully awarded 2019 FEMA Assistance to Firefighters (AFG) grant to replace two
ambulance gurneys, patient loading devices and three CPR devices.
• Successfully awarded 2019 FEMA State Homeland Security Program (SHSP) Grant to
replace and update Urban Search and Rescue equipment for technical rescue.
rzN
Fund: General Fund
Department: Fire
Division/Program: Fire (110-3210)
REVENUE
110.32.4604
Ground Emergency Medical Transport
173.000
173.000
163.011
173.000
173.000
4.600
173,000
110.32.4609
Ambulance Services
2.400.000
2.400.000
2.629.196
2.300.000
2.300.000
2.300.000
2,300,000
110.32.4631
Fire Incident Report Copying
1.000
1.000
1.720
1.500
1.500
1.600
1,600
110.32.4634
EMS Treatment Fee
200.000
200.000
390.530
250.000
250.000
300.000
300,000
110.32.4635
Emergency Incident Billing Fee
-
-
44.579
10.000
-
27.704
27,700
110.32.4637
Fire Seminar
20.000
20.000
14.112
25.000
25.000
19.800
19,800
110.32.4640
False Alarms
10.000
10.000
26.707
-
-
-
-
110.32.4647
Miscellaneous Reimbursements
50.000
50.000
4.373
1,500
-
-
-
110.32.4657
Ambulance Subscription Fee
15.000
-
69
1,500
1.500
100
100
110.32.4818
Miscellaneous
1,600
1,600
45
1,500
1,500
100
100
110.32.4901
Mutual Aid Cost Reimbursement
273,000
330,146
267,274
330,000
330,000
1,400,000
330,000
Grand Total
3,143,600
3,185,746
3,541,615
3,094,000
3,082,500
4,053,904
3,152,300
EXPENDITURES
Salaries & Benefits
i
110.32.3210.5110
Sworn Full Time Salaries
6.921,276
6.920.275
7.029.045
7.598.735
7.598.735
6.849.033
7,019,200
110.32.3210.5111
Full Time Salaries
244.426
244.426
160.223
159.354
159.354
146.543
197,100
110.32.3210.5113
Overtime
2.127.000
2,127,000
2.616.517
568.448
568.448
3,128.509
1,700,000
110.32.3210.5129
Mutual Aid OT
207,000
221.742
219.041
214.500
1,100.000
1.100.000
214,500
110.32.3210.5118
FLEA Overtime
130,000
130.000
119.463
130.000
130.000
128.655
130,000
110.32.3210.5XXX
Premium Pay
838.310
835.798
910.794
825.664
825.664
858.653
996,700
110.32.3210.5124
Sick Leave Buyback
17,000
17.000
13.676
13.000
13.000
11.285
13,000
110.32.3210.5125
Vacation Buyback
18,000
18.000
9.859
19.000
19.000
7.682
19,000
110.32.3210.5132
Uniform Allowances
-
70.980
72.846
-
-
69.000
69,000
110.32.3210.5XXX
Fringe Benefits
2.089.339
2.000.094
2.446.071
1.499.979
1.499.979
2.248.998
2,102,300
110.32.3210.5156-7
Retirement -PERS
1,548,287
1.570.065
1.622.198
1.736.605
1.736.605
1.216.674
1,530,900
110.32.3210.5160
Retiree Medical Benefit
750,000
750.000
764.264
750.000
750.000
521.296
550,000
110.32.3210.5180
Leave Lump Sum
-
-
11.660
-
-
56.283
-
110.32.3210.5181-2
PERS Unfunded Liability Part
3,844,539
3.844.539
3.844.539
4.222.313
-
-
226,800
110.32.3210.5999
Salary Savings
(53.000)
(53.000)
-
-
-
-
-
Subtotal
18,682,177
18,696,919
19,840,198
17,737,598
14,400,785
16,342,612
14,768,500
Materials & Services
110,32.3210,6011
Uniforms
69,000
64,533
63,497
73,533
396,647
243,649
73,500
110.32.3210,6030
Memberships
2,500
2,500
2,305
2,500
2,500
1,400
2,500
110.32.3210,6050
Conferences & Meetings
7,000
2,927
9,306
3,000
3,000
-
3,000
110.32.3210,6110
Professional Services
63,000
67,000
66,506
64,350
64,350
611,850
64,300
110.32.3210,6120
Other Contractual Services
196,390
216,890
225,267
180,500
180,500
164,672
180,500
110.32.3210,6130
Service Contracts
111,500
98,500
82,610
116,500
116,500
30,400
116,500
110.32.3210,6141
Natural Gas
8,000
8,000
8,206
8,000
8,000
8,000
8,000
110.32.3210,6142
Electricity
35,000
35,000
29,092
35,000
35,000
35,000
35,000
110.32.3210,6143
Water
1,200
1,200
1,323
1,300
1,300
1,638
1,300
110.32.3210,6145
Telephone -Special Lines
11,800
11,800
6,898
10,000
10,000
7,093
10,000
110.32.3210,6147
Cellular Phones
28,500
28,500
16,645
15,000
15,000
13,534
15,000
110.32.3210,6210
Office Supplies
7,000
5,000
3,054
7,000
7,000
4,658
7,000
110.32.3210,6213
Postage
100
100
94
150
150
100
200
110.32.3210,6214
Printing & Copying
3,100
2,100
810
3,150
3,150
200
500
110.32.3210,6233
Medical & Oxygen Supplies
150,000
192,000
157,889
155,000
155,000
185,162
155,000
110.32.3210,6270
Special Department Supplies
133,500
90,814
82,013
132,500
206,127
101,360
102,000
110.32.3210,6319
Pool Car Usage
100
28
-
-
-
-
-
110.32.3210.6329
Other Vehicle Sublet Repairs
1,500
1,500
743
1,500
10,888
9,807
11,000
110.32.3210,6330
Equipment Maint & Repair
20,500
18,500
16,558
18,000
46,718
55,748
46,700
110.32.3210,6331
Office Equipment Maint & Repair
4,500
7,000
5,967
7,000
7,000
3,000
7,000
110.32.3210,6424
Capitalized Lease Payments
2,700
24,921
24,921
46,944
46,944
236,025
2,800
110.32.3210,6490
Misc Expenses
-
241,300
242,694
190,600
190,600
15,473
190,600
110.32.3210,6551
Fire Training Costs
-
20,000
13,759
20,000
20,000
9,404
20,000
Subtotal
856,890
1,140,113
1,060,155
1,091,527
1,526,374
1,738,173
1,052,400
Capilal Assets
110.32.3210.7170
Vehicles & Mobile Equipment
-
231,058
231,059
-
-
-
-
Subtotal
231,058
231,059
209
Fund: General Fund
Department: Fire
Division/Program: Fire (110-3210)
REVENUE
.r
Allocated Costs
110.32.3210.8102
property & Liability Ins Charges
346,746
346.746
513.334
614.416
614.416
614.416
614,400
110.32.3210.8104
Vehicle Maintenance
151.743
151.743
519.045
253.859
253.859
40.000
253,900
110.32.3210.8105
Fuel & Oil Charges
98,825
98.825
99,986
109.165
109.165
104.000
109,200
Subtotal
597,314
597,314
1,132,365
977,440
977,440
758,416
977,500
Grand Total
20,136,381
20,665,405
22,263,776
19,806,565
16,904,599
18,839,201
16,798,400
we 3,143,600 3,185,746 3,541,615 3,094,000 3,082,500 4,053,904 3,152,300
3a & Benefits
18,682,177
18,696,919
19,840,198
17,737,598
14,400,785
16,342,612
14,768,500
fnance & Operations
856,890
1,140,113
1,060,155
1,091,527
1,526,374
1,738,173
1,052,400
led Costs
597,314
597,314
1,132,365
977,440
977,440
758,416
977,500
J Outlay
-
231,058
231,059
-
-
-
-
Ezpendilures
20,136,381
20,665,405
22,263,777
19,806,565
16,904,599
18,839,201
16,798,400
210
Fund: General Fund
Department: Fire
Division/Program: Fire Prevention (110-3230)
REVENUE
110.32.4250
Fire Permit Fees
57,000
57,000
46,118
57,000
57,000
57,000
57,000
110.32.4521
State Grant
-
300,000
300,000
-
-
-
-
110.32.4572
Fire State Mandated Inspections
60,000
60,000
72,239
65,000
65,000
72,200
72,200
110.32.4630
Fire Plan Checkiinspection Fees
142,000
142,000
167,311
142,000
142,000
167,000
167,000
1..,..w T-.1..,
1SA Ann
... Ann
49S ...
1AA Ann
1AA AAA
IAA 1AA
I.. Inn
EXPENDITURES
Salaries & Benefits
110.32.3230.5111
Full Time Salaries
110.32.3230.5112
Part Time Salaries
110.32.3230.5113
Overtime
110.32.3230.5132
Uniform Allowances
110.32.3230.5XXX
Fringe Benefits
110.32.3230.5156-7
Retirement -PERS
110.32.3230.5181-2
PERS Unfunded Liability Pmt
Materials &
Services
110.32.3230.6011
Uniforms
110.32.3230.6030
Memberships
110.32.3230.6050
Conferences & Meetings
110.32.3230.6110
Professional Services
110.32.3230.6147
Cellular Phones
110.32.3230.6270
Other Supplies/Materials
110.32.3230.6329
Other Vehicle Sublet Repairs
Assets
Allocated Costs
110.32.3230.8102 Property & Liability Ins Charges
53,430
53,430
55,796
56,082
56,082
29,395
29,395
29,764
32,000
32,000
11,000
11,000
193
-
-
-
-
750
-
-
10,355
10,355
18,649
11,092
11,092
4,323
4,323
-
4,921
4,921
15,898
15,898
15,898
21,757
-
124,401
124,401
121,049
125,852
104,095
1,000
1,000
(121)
1,000
1,000
2,000
2,000
205
2,000
2,000
700
700
-
700
700
97,153
97,153
47,317
55,000
55,000
1,700
1,700
-
2,200
2,200
8,500
8,500
7,141
7,000
7,000
500
500
-
1,800
1,800
111,553
111,553
54,543
69,700
69,700
11,745
11,745
17,388
-
-
11,745
11,745
17,388
-
-
53,160 58,900
19,246 32,000
800 -
10,697 12,100
4,142 5,400
88,045 108,400
- 1,000
185 1,000
- 700
54,974 55,000
- 2,200
1,000 3,000
- 1.800
56,159 64,700
Revenue 259,000 559,000 585,668 264,000 264,000 296,200 296,200
Salaries & Benefits
124,401
124,401
121,049
125,852
104,095
88,045
108,400
Maintenance & Operations
111,553
111,553
54,543
69,700
69,700
56,159
64,700
Allocated Costs
11,745
11,745
17,388
-
-
-
-
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
247,699
247,699
192,979
195,552
173,795
144,204
173,100
211
Fund: General Fund
Department: Fire
Division/Program: Emergency Services (110-3240)
REVENUE
EXPENDITURES
Salaries & Benefits
110,32.3240.5113 Overtime
110.32.3240.5XXX Fringe Benefits
Materials & Services
110.32.3240.6030
Memberships & Subscriptions
110.32.3240.6050
Conferences & Meetings
110.32.3240.6110
Professional Services
110.32.3240.6145
Telephone -Special Lines
110.32.3240.6147
Cellular Phones
110.32.3240.6210
Office Supplies
110.32.3240.6270
Special Department Supplies
Assets
Costs
SUMMARY
Revenue
Salaries & Benefits
Maintenance & Operations
Nbcated Costs
Capital Outlay
Total Expenditures
5 046
513
5,559
200
200
-
200
200
- 200
3,000
3,000
82
3,000
3,000
- 1,500
6,000
6,000
5,391
6,000
6,000
5,391 6,000
6,200
6,200
5,608
6,200
6,200
6,643 6,200
1,000
-
-
-
-
- -
200
200
-
250
250
- 300
2,500
3,500
6,463
3,500
3,500
- 3,500
19,100 19,100 17,544 19,150 19,150 12,034 17,700
- - 5,559 - - - -
19,100 19,100 17,544 19,150 19,150 12,034 17,700
19,100 19,100 23,103 19,150 19,150 12,034 17,700
212
Fund: Vehicle Replacement
Department: Fire
Division/Program: Fire (367-3210)
7doo"pted
Amended
en ed ProjjecteActued Proposed367.00.9110 Transfer In 80.000
Budget Budget
SUMMARY
i
Revenue - - - - - - 80,000
salaries & Benefits - - - - - - -
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - -
Capital Outlay - - - - - - 80 000
Total Expenditures - - - - - - 80,000
Net Program Revenue/(Cost)
213
Page Intentionally Left Blank
214
Public Services
PUBLIC SERVICES DEPARTMENT
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.
The Public Services Department was created in October 2018 as a result of
reorganizing the Public Works Department. The Public Services Department is
comprised of two divisions: Community Services and Public Works 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 City fleet, 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 28 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.
Community Services Division
The Community Services Division operates one nature center, one senior center, three
licensed day cares, one licensed preschool, two community centers, one equestrian
center, one splash pad, one skate park, one roller hockey center, and ten athletic facilities,
as well as the Big League Dreams complex via contract.
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.
PA
Public Services
This year, the City will participate in community events in partnership with other
organizations and service groups:
0 90+ Birthday Celebration
o Memorial & Veterans Day Ceremonies
o Movies in the Park — The Plaza West Covina
o Summer Concert Series — Corporate Sponsors
o Volunteer Recognition Luncheon — Intervalley Health Plan
o West Covina Senior Center Events — Corporate Sponsors
o Parents' Place Family Festival
0 5K Pumpkin Run & Health/Fitness Expo — Kiwanis
o Cherry Blossom Festival — East San Gabriel Valley Japanese Community Center
o Lions Club Night on the Town
o Martin Luther King, Jr. Birthday - NAACP
o Red Ribbon Rally— Rotary & West Covina Unified School District
o Relay for Life — American Cancer Society
o Tree Lighting Ceremony @ Plaza West Covina
Due to the COVID19 pandemic, these events will only occur if the "Safer at Home" order
is lifted, and it is safe to do so.
The Division also provides the general administration to direct, oversee, and support
operations, including:
• Production of the Community Recreation Guide.
• Oversight of the Animal Control contract.
• 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.
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
PAr,
Public Services
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.
• Youth Council — Comprised of students from local intermediate and high schools; this
group provides leadership training, social activities, and numerous volunteer
opportunities for teens wanting to make a difference in their community.
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:
1. CDBG
2. Capital Improvement Projects (CIP)
3. Sports Council
During Fiscal Year 2019-20, 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.
Maintenance Division
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.
The Street and Sewer section repairs and maintains streets, sidewalks, traffic signals,
lighting, and sewer and storm drain systems. It provides street sign fabrication and
04VA
Public Services
installation, contract administration for the street sweeping and solid waste collection
programs and assists other City departments with various projects.
The Parks Maintenance 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.
The Equipment Maintenance 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.
The Graffiti Abatement Services 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 and all surfaces damaged
by graffiti.
The Environmental Services 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.
41..1
PIIBLICSERVICES
MANAGER
Srrdget.GmflL[5pedolFr. ds
RECREATION SERVICES SUPERVISOR
MANAKMENTANALYST
ACMIHISTRATIVE ASSISTANT Ill
SENIOR ACCOONT CLERK
PUBLIC SERVICES
SUPERINTEHQENT
OPERATWUMn
N
SENIORSITE RVICES COMMUMTYSERVICES
COORDINATOR COORDINATOR COORDINATOR
Cumerarr Cer[er Shodow Oak Ceorer
FACLIT11 1 SPECIAL
RENTAL EVENTS
STAFF STAFF
ADMIX ADMIlL
ASSISTANT I I ASSISTANT II
FACILITYB SPECIAL
RENTAL EVENTS
STAFF STAFF
FACILITY B SPECIAL CHILD CARE
RENTAL EVENTS DIRECTORS
STAFF STAFF (3)
MAINTENANCE SERV{CES SUPERVISOR
FLEEr
COORDINATOR
STORM DRAIN
ICCNTRACTS
MAINTENANCE
(2)
CONTRACTS
COORDINATOR
STIaEET
MAINTENANCE
(2)
ELECTRECIANS
Ili
GRAFFITI
MAINTENANCE
SEER
431
MAINTENANCE
BUILDING
MAIN ANCE
431
CNR O CARE
SUFF
Public Services
EXPENDITURES BY FUNDING SOURCE
Fleet Management Vehicle Replacement
4% 1%
Measure A
1%
Measure M
2%
CDBG - R
0%
Measure R
<1%
Sewer Maintenance
<1%
Citywide
Maintenance Distri
7%
Maintenance Di
6%
Park Dedicat
1%
Park Ac
1%
Construction Tax
0%
General Fund
14% AOMD
IC
soline Tax
8%
AB 939
<1%
CDBG
1%
iurface
sportation
;ram Local
<1%
Park Bond
�°
°rogram
.x i°
C.R.V. Recycling Used Oil Block Grant
Capital Projects Grant <1%
11% 0%
PKII
Public Services
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Sour
$ 4,975,638
$ 4,592,639
$ 4,596,042
$ 4,988,200
General Fund
Air Quality Improvement Trust
192,312
146,001
52,101
12,100
Prop A
2,241,018
2,255,247
2,323,938
2,045,900
Prop C
1,486,664
1,797,250
1,893,508
1,932,600
Gasoline Tax
2,021,031
3,308,598
2,571,167
2,665,500
AB 939
131,143
120,501
194,717
172,900
Community Development Block Grant
754,292
383,519
439,000
1,946,200
Surface Transportation Program Local
36,635
3,522
875,000
2,479,200
L.A. County Park Bond
40,140
206,597
47,120
585,800
Senior Meals Program
244,407
338,085
296,385
295,500
Used Oil Block Grant
28,975
20,434
43,680
29,000
C.R.V. Recycling Grant
28,502
15,385
27,930
28,000
Summer Meals Program
9,457
-
-
-
Capital Projects
54,460
286,618
-
3,678,100
Construction Tax
84,845
10,680
20,000
20,000
Park Acquisition
613,116
-
-
200,000
Park Dedication Fees
69,098
65
300,000
461,100
Maintenance Districts
2,055,790
2,068,621
2,115,667
2,194,600
Citywide Maintenance District
1,351,728
1,448,836
2,367,424
2,355,900
Sewer Maintenance
1,123,893
2,097,228
3,580,052
3,525,400
Measure R
1,151,336
939,859
2,430,634
2,123,000
CDBG - R
-
199,160
-
156,300
Measure M
49,475
1,453,336
1,006,423
676,000
Measure A
-
-
580,000
400,000
Fleet Management
1,439,958
1,650,817
1,330,960
1,403,400
Vehicle Replacement
195,317
169,914
200,000
Total Source of Funds
$ 20,379,230
$ 23,512,910
$ 27,091,748
$ 34,574,700
221
Public Services
EXPENDITURES BY CATEGORY
Materials & Services
89%
Salaries &
Benefits
11%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 4,585,343
$ 4,207,979
$ 4,832,556
$ 3,728,200
Total Salaries & Benefits
Total Materials & Services
15,793,887
19,304,932
22,259,192
30,846,500
Total Source of Funds
$ 20,379,230
$ 23,512,910
$ 27,091,748
$ 34,574,700
pwy
Public Services
FY 2021-22 GOALS AND OBJECTIVES
• Continue to provide the highest level of service, while maintaining fiscal responsibility
in providing new special events, volunteer opportunities, and promotion of community
activities.
• 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 as COVID-19 restrictions are lifted.
• Continue to work with Sports Council and youth sport groups to provide athletic
opportunities for residents.
• Re-establish the vital recreation and community service programming that was
curtailed due to the COVID-19 pandemic.
• 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.
Increase marketing efforts as facilities begin to reopen for all classes, programs and
events through flyers, Discover Newsletter & Community Recreation Guide and social
media.
• Successfully carry -out the collaborative homeless plan implementation grant with
along with our other four City partners: Covina, Azusa, Glendora, and Duarte.
• Oversee development and implementation of the City's five-year Capital Improvement
Program (CIP) projects.
• Oversee department operations to ensure essential services are provided and the
City's infrastructure is maintained.
• Provide highest level of customer service to other City departments, residents, and
businesses in the City.
• Research grant opportunities to fund street, park, landscape, safety, conservation,
and environmental programs/projects.
• Apply for Prop 68 Per Capita funds to replace the playground at Cortez Park.
• Retain a consultant to evaluate current transit services, including alignments.
• Conduct a Request for Proposals for transit services, informed by consultant
evaluation
223
Public Services
• Manage and monitor South Coast Air Quality Management District (SCAQMD)
(AB2766) subvention funds.
• Compile and submit Annual Rule 2202 Air Quality Improvement Program compliance
Registration Form to SCAQMD.
• Submit application for Tree City USA Recertification.
• Repair 20 sewer manholes, repair 20 sewer mainline locations, clean 50 miles of
sewer mains, inspect 20 miles of sewer mains, repair lifted sidewalks in two (2) grids,
pavement striping of streets citywide in one (1) grid and install 20 catch basin inserts.
• 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.
• Continue to promote and educate residents about the California Refund Value (CRV),
Sharps collection, and low-income senior citizen discount waste collection programs.
• Continue to complete all graffiti abatement requests within the 48-hour response
window.
• Continue sewer manhole roach abatement.
• Complete Maintenance and Servicing improvements for Proposition A County Park
Bond Funded projects, including new tot lot surfacing at Aroma, Palm View, and
Walmerado Parks, as well as improvements to the Dog Park
X&IONTI&AiIn[•i 197�AW16171 �,1:1►11&1
• 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.
• Staff took a leadership role in the East San Gabriel Valley as a lead agency for the 2018
Cities Homeless Planning Grant Application (Joint application with Duarte, Covina,
Glendora and Azusa).
• Completed the extension of Palm View Park with the acquired property adjacent to the
park.
• Completed improvements of the Senior Center Restroom utilizing CDBG funds.
224
Public Services
• Hosted Virtual 5K Pumpkin Run/Walk event.
• Veterans Day Social Media post highlighting West Covina Veterans
• Hosted first Drive -In featuring The Polar Express
• Film It West Covina Toy Drive partnership — 100 homeless, low-income and foster
children benefited from event.
• The Senior Services Division hosted holiday drive-thrus for Thanksgiving, Christmas
and Valentines Day. Providing seniors with a special hot meal, gifts and
entertainment.
• Staff collaborated with local restaurants such as Fujin Ramen, Islands and Chic-Fil-A
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 400 seniors monthly.
• The Go West Shuttle provided service to over 35,000 passengers, while Dial -A -Ride
service provided approximately 10,000 rides to West Covina residents. The
shutdown resulting from COVID, negatively impacted ridership.
• 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 complies with federal requirements.
• 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, Meals on Wheels, fair housing services, senior nutrition, senior case
management, homeless services, and subsidies for childcare and recreation.
• Completed and submitted the CDBG One -Year Action Plan (FY 2020-2021).
• Applied for and received "Tree City USA" recertification for the 39th 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.
• Received over 6,000 residential service requests for issues such as potholes, tree
maintenance, raised sidewalks, graffiti, trash service, and sewer issues.
OW
Public Services
• Cleaned 50 miles of sewer mains, inspected 25 miles of sewer mains, repaired
damaged asphalt at major intersections, repaired lifted sidewalk at various locations,
and cleaned 600 storm drain catch basins diverting debris from entering the Walnut
Creek Wash.
• Obtained Used Oil Payment Program Grant from CalRecycle. Funds were expended
to educate and promote used oil and used oil filter recycling. During used oil events
300 gallons of used oil were collected and 517 oil change kits were given to residents.
In Addition, funds were used towards installing catch basin inserts to help keep
pollutants out of the storm drains.
• Collected over 750 pounds of Sharps containers and 55,410 pounds of electronic
waste.
• Approved, renewed, and processed over 575 low-income senior citizen waste
collection discount applications.
• 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 daily.
• Implemented a safe way to provide AARP tax services to low income West Covina
senior residents following all COVID safety procedures.
• The City received an additional $114,000 in funding for the Senior Meals Program
through the County
• A COVID-19 testing site was hosted at Cameron Park.
• Through the CARES Act, an additional $473,804 in CDBG-CV funds was received.
The City funded food banks, food preparation and delivery services, as well as a
COVID-19 testing site at AltaMed in West Covina.
• Awarded $250,000 for Homelessness Plan Implementation activities and $15,000 to
fund Prevention and Diversion activities through the SGV COG
• Received over $200,000 in Proposition A Incentive Funds for self -reporting to the
National Transit Database
• Completed project to install new playground equipment at Shadow Oak Park funded
with Measure A County Park Bond funds.
PM,
Fund: General Fund
Department: Public Services
Division/Program: Maintenance Service (110-4140)
EXPENDITURES
110.61.4140.5111
Full Time Salaries
110.61.4140.5113
Overtime
110.61.4140.5XXX
Premium Pay
110.61.4140.5121
Holiday Opt - No PERS
110.61.4140.5124
Sick Leave Buyback
110.61.4140.5125
Vacation Buyback
110.61.4140.5XXX
Fringe Benefits
110.61.4140.5156-7
Retirement -PERS
110.61.4140.5180
Leave Lump Sum
110.61.4140.5181-2
PERS Unfunded Liability Pint
Materials & Services
110,61.4140,6050
Conferences & Meetings
110.61.4140,6120
Other Contractual Services
110,61.4140,6141
Natural Gas
110,61.4140,6142
Electricity
110,61.4140,6143
Water
110,61.4140,6167
Community Awareness
110.61.4140,6210
Office Supplies
110.61.4140,6214
Printing & Copying
110.61.4140,6270
Other Supplies/Materials
110,61.4140,6330
Equipment Maint & Repair
Assets
78,968
78,968
133,812
66,868
66,868
80,610
73,300
-
-
279
-
-
-
-
538
538
539
538
538
423
400
2,000
2,000
-
-
-
26
-
10,000
10,000
1,227
2,000
2,000
-
-
10,000
10,000
2,590
3,000
3,000
4,506
-
20,004
20,004
50,158
3,610
3,610
19,781
16,300
6,427
6,427
11,686
6,005
6,005
6,482
4,700
-
-
-
-
-
1,198
-
23,634
23,634
23,634
26,549
-
-
5,600
151,571
151,571
223,925
108,570
82,021
113,026
100,300
610
610
165
200
200
200
200
8,700
8,700
1,500
7,200
7,200
7,200
7,200
2,000
2,000
1,393
2,500
2,500
2,500
2,500
50,000
50,000
31,802
50,000
50,000
50,000
50,000
8,000
8,000
8,697
8,000
8,000
8,000
8,000
2,500
2,500
-
2,000
2,000
1,000
2,000
1,350
1,350
157
1,300
1,300
600
1,600
785
785
403
700
700
400
700
1,500
1,500
-
1,500
1,500
750
1,500
800
800
-
800
800
800
800
76,245 76,245 44,117 74,200 74,200 71,450 74,500
Allocated Costs
110.61.4140.8102 Property & Liability Ins Charges 9,496 9,496 14,058 5,877 5,877 5,877 5,900
110.61.4140.8104 Vehicle Maintenance Charges 3,192 3,192 1,225 5,340 5,340 5,340 5,300
110.61.4140.8105 Fuel & Oil Charges 2,705 2,705 - - - -
Subtotal 15,393 15,393 15,283 11,217 11,217 11,217 11,200
SUMMARY
Revenue
-
-
-
-
-
-
-
Salaries & Benefits
151,571
151,571
223,925
108,570
82,021
113,026
100,300
Maintenance & Operations
76,245
76,245
44,117
74,200
74,200
71,450
74,500
Allocated Costs
15,393
15,393
15,283
11,217
11,217
11,217
11,200
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
243,209
243,209
283,324
193,987
167,438
195,693
186,000
Net Program Revenue/(Cost)
243,209
243,209
283,324
193,987
167,438
195,693
186,000
227
Fund: General Fund
Department: Public Services
Division/Program: Park Maintenance (110-4142)
REVENUE
EXPENDITURES
110.61.4142.5111
Full Time Salaries
61,112
61,112
40,646
40,893
40,893
14,920
38,800
110,61.4142,5113
Overtime
3,818
3,818
1,878
3,546
3,546
93
-
110.61.4142.5121
Holiday Opt - No PERS
1,000
1,000
15
-
-
15
-
110.61.4142.5124
Sick Leave Buyback
2,000
2,000
654
1,000
1,000
-
1,000
110.61.4142,5125
Vacation Buyback
2,000
2,000
59
1,000
1,000
-
1,000
110.61.4142.5YM
Fringe Benefits
29,640
29,640
21,661
10,264
10,264
7,858
18,600
110.61.4142,5156-7
Retirement -PERS
5,012
5,012
3,607
3,619
3,619
1,223
2,500
110.61.4142,5180
Leave Lump Sum
-
-
2,820
-
-
-
-
110.61.4142.5181-2
PERS Unfunded Liability Pmt
18,430
18,430
18,430
26,775
-
-
3,000
Subtotal 123,012 123,012 89,769 87,097 60,322 24,110 64,900
Materials & Services
110.61.4142.6011
Un0orm
11,870
11,870
2,378
5,200
5,200
2,000
8,300
110.61.4142.6050
Conferences & Meetings
-
790
-
-
-
-
-
110.61.4142.6120
Other Contractual Services
1,550
1,550
4,382
6,235
48,235
35,000
48,200
110.61.4142.6130
Service Contracts
834,517
866,517
877,155
551,696
614,696
800,000
983,600
110.61.4142.6141
Natural Gas
6,000
6,000
5,836
7,500
13,000
6,000
13,000
110.61.4142.6142
Electricity
160,000
160,000
125,697
137,500
215,500
150,000
215,500
110.61.4142.6143
Water
320,000
320,000
302,092
262,500
336,500
476,100
336,500
110.61.4142.6147
Cellular Phones
500
500
226
500
500
138
500
110.61.4142.6270
Other Supplies/Materials
36,000
35,210
20,414
36,000
56,000
56,000
56,000
Subtotal 1,370,437 1,402,437 1,338,181 1,007,131 1,289,631 1,525,238 1,661,600
Capital Assets
A located Costs
110,61.4142,8102 Property & Liability Ins Charges 31,814 31,814 47,099 35,183 35,183 35,183 35,200
110,61.4142,8104 Vehicle Maintenance Charges 24,065 24,065 438 40,260 40,260 40,260 40,300
110,61.4142,8105 Fuel & Oil Charges 26,278 26,278 708 690 690 690 700
Subtotal 82,157 82,157 48,245 76,133 76,133 76,133 76,200
as & Benefits
123,012
123,012
89,769
87,097
60,322
24,110
64,900
manta & Operations
1,370,437
1,402,437
1,338,181
1,007,131
1,289,631
1,525,238
1,661,600
red Costs
82,157
82,157
48,245
76,133
76,133
76,133
76,200
it Outlay
-
-
-
-
-
-
-
Expendilures
1,575,606
1,607,606
1,476,195
1,170,361
1,426,086
1,625,481
1,802,700
228
Fund: General Fund
Department: Public Services
Division/Program: City Buildings (110-4144)
REVENUE
EXPENDITURES
110.61 A144.5111
Full Time Salaries
110,61.4144.5112
Part Time Salaries
110,61.4144.5113
Overtime
110.61.4144.5121
Holiday Opt - No PERS
110.61.4144.5124
Sick Leave Buyback
110.61.4144.5125
Vacation Buyback
110.61.4144.5XXX
Fringe Benefits
110.61.4144.5156-7
Retirement -PERS
110,61.4144.5180
Leave Lump Sum
110.61.4144.5181-2
PERS Unfunded Liability Pmt
Materials & Services
110.61.4144.6011
Uniforms
110.61.4144.6120
Other Contractual Services
110.61.4144.6130
Service Contracts
110.61.4144.6141
Natural Gas
110.61.4144.6142
Electricliy
110.61.4144.6143
Water
110.61.4144.6145
Telephone -Special lines
110.61.4144.6147
Cellular Phones
110.61.4144.6270
Other Supplies I Materials
110.61.4144.6310
Building & Improv. Maint & Repair
110.61.4144.6330
Equipment Maint & Repair
Assets
124,513
124,513
134431
112, 137
112, 137
28,964
43,000
13,728
13,728
12,044
16,302
16,302
13,616
16,300
7,311
7,311
1,560
3,500
3,500
2,354
-
-
-
44
-
-
562
-
2,000
2,000
2,550
2,500
2,500
-
-
1,000
1,000
1,331
1,200
1,200
-
-
44,706
44,706
60,596
42,955
42,955
13,917
20,500
10,138
10,138
12,718
10,459
10,459
2,625
2,800
-
-
2,156
-
-
3,621
-
37,282
37,282
37,282
57,016
-
-
3,300
240,678
240,678
264,713
246,069
189,053
65,659
85,900
1,137
1,137
184
1,000
1,000
600
1,000
5,000
5,000
7,863
8,500
8,500
4,426
8,500
277,635
277,635
268,578
273,449
273,449
273,000
273,500
25,000
25,000
33,255
36,000
36,000
36,000
36,000
240,000
240,000
265,126
250,000
250,000
248,593
250,000
90,000
90,000
48,002
50,000
50,000
60,000
60,000
1,520
1,520
685
1,520
1,520
1,300
1,300
2,500
2,500
891
2,500
2,500
1,000
2,500
65,000
65,000
76,789
85,000
115,000
75,000
85,000
50,000
50,000
43,338
60,000
60,000
50,000
60,000
30,000
30,000
27,167
60,000
60,000
40,000
60,000
787,792 787,792 771,877 827,969 857,969 789,919 837,800
A located Costs
110,61.4144,8102 Property & Liability Ins charges 45,074 45,074 66,729 34,534 34,534 34,534 34,500
110,61.4144,8104 Vehicle Maintenance Charges 1,276 1,276 1,318 2,135 2,135 2,135 2,200
110,61.4144,8105 Fuel & Oil Charges 1,893 1,893 - - - - -
Subtotal 48,243 48,243 68,047 36,669 36,669 36,669 36,700
as & Benefits
240,678
240,678
264,713
246,069
189,053
65,659
85,900
manta & Operations
787,792
787,792
771,877
827,969
857,969
789,919
837,800
ted Costs
48,243
48,243
68,047
36,669
36,669
36,669
36,700
it Outlay
-
-
-
-
-
-
-
Expenditures
1,076,713
1,076,713
1,104,637
1,110,707
1,083,691
892,247
960,400
229
Fund: General Fund
Department: Public Services
Division/Program: Graffiti (110-4147)
REVENUE
EXPENDITURES
Salaries & Benefits
110.61 A147.51 11
Full Time Salaries
110,61.4147,5113
Overtime
110,61.4147,5121
Holiday Opt - No PERS
110,61.4147,5124
Sick Leave Buyback
110,61.4147,5125
Vacation Buyback
110.61.4147.5YM
Fringe Benefits
110,61.4147,5156-7
Retirement -PERS
110,61.4147,5181-2
PERS Unfunded Liability Pmt
Materials & Services
110.61.4147.6147 Cellular Phones
110.61.4147.6270 Other Supplies/Materials
Assets
Costs
as & Benefits
mane & Operations
ted Costs
l Outlay
Expenditures
58,521
58,521
46,480
-
-
8,069
312
279
-
-
1,248
33,739
33,739
27,120
4,741
4,741
4,069
17,433
17,433
17,433
114,434
114,434
105,011
3,000
3,000
1,893
35,000
35,000
11,641
38,000
38,000
13,533
32,460 32,460 84,980 94,300
9,640 9,640 7,568.1 -
446
2,946
18,042 18,042 38,555 43,400
2,850 2,850 6,629 6,000
12,600 - - 7,100
75,592 62,992 141,124 150,800
3,000 3,000 1,000 3,000
35,000 35,000 12,000 35,000
38,000 38,000 13,000 38,000
114,434
114,434
105,011
75,592
62,992
141,124
150,800
38,000
38,000
13,533
38,000
38,000
13,000
38,000
152,434
152,434
118,544
113,592
100,992
154,124
188,800
230
Fund: General Fund
Department: Public Services
Division/Program: Franchise Waste Collection (110-4187)
REVENUE
as & Benefits - - 372
anance & Operations - - -
ted Costs - - -
ilOullay - - -
Expenditures - - 372
231
Fund: General Fund
Department: Public Services
Division/Program: Community Services Commission (110.5101)
SUMMARY
•... -.
.-.
i .... -.
.-.
i
-.
... -.
Revenue
-
-
- -
-
-
-
Salaries & Benefits
4,256
4,256
1,449 2,020
2,020
1,004
3,700
Maintenance & Operations
-
-
- -
-
-
-
Allocated Costs
-
-
- -
-
-
Capital Outlay
-
-
- -
-
-
-
Total Expenditures
4,256
4,256
1,449 2,020
2,020
1,004
3,700
Net Program Revenue/(Cost)
4,256
4,256
1,449) 2,020
2,020
1,004
3,700
VeA%
Fund: General Fund
Department: Public Services
Division/Program: Public Services Administration (110-5110)
REVENUE
110.61.4430
Rental Income
20,400
20,400
21,210
-
-
-
-
110.61.4644
Passport Services
20,000
20,000
11,011
16,000
16,000
-
11,000
110.61.4655
Administrative Cost Recovery Fee
50,000
50,000
24,444
40,000
40,000
1,000
200
110.61.4656
Passport Photos
5,000
20,000
1,548
5,000
5,000
-
3,000
110.61.4810
Advertising Revenue
40,000
40,000
30,944
40,000
40,000
23,000
23,000
Grand Total
135,400
150,400
89,157
101,000
101,000
24,000
37,200
EXPENDITURES
J-""
Amended
19-20
Adopted
Anne,&,,
Salaries & Benefits
110,61.5110,5111
Full Time Salaries
100,382
100,382
100,484
117,055
117,055
110,61.5110,5112
Part Time Salaries
-
-
1,347
-
-
110.61.5110.5121
Holiday Opt - No PERS
-
-
-
-
-
110.61.5110.5124
Sick Leave Buyback
6,000
6,000
383
2,000
2,000
110,61.5110,5125
Vacation Buyback
10,000
10,000
3,279
4,000
4,000
110,61.5110,5132
Uniform Allowances
-
-
-
-
-
110.61.511OZYM
Fringe Benefits
24,343
24,342
37,253
29,086
42,586
110,61.5110,5156-7
Retirement -PERS
8,054
8,054
8,694
10,202
10,202
110,61.5110,5160
Retiree Medical Benefit
13,000
13,000
-
13,500
-
110.61.5110.5180
Leave Lump Sum
-
-
3,468
-
-
110.61.5110.5181-2
PERS Unfunded Liability Pmt
58,509
58,509
58,509
45,105
-
Subtotal
220,287
220,287
213,417
220,948
175,943
Materials & Services
110.61.5110.6050
Conferences & Meetings
-
-
28
-
-
110.61.5110.6120
Other Contractual Services
6,300
6,300
4,887
6,300
6,300
110.61.5110.6145
Telephone -Special Lines
1,100
1,100
583
700
700
110.61.5110.6147
Cellular Phones
1,900
1,900
906
1,200
1,200
110.61.5110.6210
Office Supplies
1,000
1,000
117
500
500
110.61.5110.6214
Printing & Copying
4,000
4,000
4,488
4,000
4,000
110.61.5110.6270
Other Supplies/Materials
3,800
3,800
4,020
3,800
3,800
110.61.5110.6319
Pool Car Usage
500
500
-
-
-
110.61.5110.6330
Equipment Maint & Repair
130
130
1,296
130
130
110.61.5110.6424
Capitalized Lease Payments
730
730
256
-
-
110.61.5110.6440
City Newsletter
40,000
40,000
24,535
-
-
Subtotal
59,460
59,460
41,117
16,630
16,630
Assets
Nlocaled Costs
110,61.5110,8102 Property & Liability Ins Charges
110,61.5110,8104 Vehicle Maintenance Charges
110,61.5110,8105 Fuel & Oil Charges
59,622 98,900
406
502
1,975 -
23
12,512 22,100
4,566 7,000
11,113 -
43 -
8,300
90,761 136,300
6,300
583
975
500
200
2,500
100
11,158
6,300
700
1,200
500
4,000
3,800
100
16,600
39,640
39,640
58,684
7,639
7,639
7,639
7,600
1,049
1,049
5,695
1,755
1,755
1,755
1,800
171
171
2,703
1,542
1,542
1,542
1,500
40,860
40,860
67,082
10,936
10,936
10,936
10,900
rue 135,400 150,400 89,157 101,000 101,000 24,000 37,200
as & Benefits
220,287
220,287
213,417
220,948
175,843
90,761
136,300
manta& Operations
59,460
59,460
41,117
16,630
16,630
11,158
16,600
ted Costs
40,860
40,860
67,082
10,936
10,936
10,936
10,900
it Outlay
-
-
-
-
-
-
-
Expenditures
320,607
320,607
321,615
248,514
203,409
112,855
163,800
233
Fund: General Fund
Department: Public Services
Division/Program: Wescove Afterschool Program (110-5132)
EXPENDITURES
Salaries & Benefits
110,61.5132,5111
Full Time Salaries
6,112
6,112
5,916
6, 123
6, 123
5,301
6,100
110,61.5132,5112
Part Time Salaries
105,102
105,102
65,294
126,359
126,359
-
126,400
110,61.5132,5121
Holiday Opt - No PERS
-
-
-
-
-
29
-
110.61.5132.5124
Sick Leave Buyback
-
-
88
-
-
-
-
110.61.5132.5132
Uniform Allowances
-
-
-
-
-
15
110.61.5132.5X,V
Fringe Benefits
2,006
2,006
4,449
6,068
6,068
1,759
4,800
110,61.5132,5156-7
Retirement -PERS
494
494
517
537
537
408
400
110,61.5132,5181-2
PERS Unfunded Liability Pmt
1,817
1,817
1,817
2,374
-
-
500
Subtotal
115,531
115,531
78,081
141,461
139,087
7,512
138,200
Materials & Services
110.61.5132.6011
Uniforms
1,200
1,200
-
600
600
-
600
110.61.5132.6050
Training/Conferences/Meetings
810
810
120
-
-
-
-
110.61.5132.6120
Other Contractual Services
6,256
6,256
1,130
3,850
3,850
-
4,000
110.61.5132.6142
Electricity
4,250
4,250
2,892
3,100
3,100
2,000
3,100
110.61.5132.6145
Telephone -Special Lines
410
410
125
410
410
410
400
110.61.5132.6147
Cellular Phones
400
400
349
375
375
375
300
110.61.5132.6270
Other Supplies/Materials
19,340
19,340
11,353
10,000
10,000
-
10,000
110.61.5132.6330
Equipment Maint & Repair
1,500
1,500
-
1,500
1,500
-
1,500
110.61.5132.6999
Non -Capital Equipment
600
600
-
600
600
-
600
Subtotal 34,766 34,766 15,969 20,435 20,435 2,785 20,500
Capkal Assets
Costs
SUMMARY
me 150,500 150,500 111,480 162,700 162,700 - 162,700
as & Benefits 115,531 115,531 78,081 141,461 139,087 7,512 138,200
mane&Operations 34,766 34,766 15,969 20,435 20,435 2,785 20,500
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 150,297 150,297 94,050 161,896 159,522 10,297 158,700
234
Fund: General Fund
Department: Public Services
Division/Program: Vine Afterschool Program (110-5133)
REVENUE
110.61.4653 Afterschool Program - Vine 220,000 220,000 174,235 234,000 234,000 - 175,000
Grand Total 220,000 220,000 174,235 234,000 234,000 175,000
EXPENDITURES
....-,
1.1 ....
Adopted
Amended
Projected
Proposed
Salaries & Benefits
110,61.5133,5111
Full Time Salaries
6,112
6,112
5,965
6, 123
6, 123
5,301
6,100
110,61.5133,5112
Part Time Salaries
105,778
105,778
84,074
127,062
127,062
-
127,100
110,61.5133,5121
Holiday Opt - No PERS
-
-
-
-
-
29
-
110.61.5133.5124
Sick Leave Buyback
-
-
88
-
-
-
-
110.61.5133.5132
Uniform Allowances
-
-
-
-
-
15
110.61.5133.5X,V
Fringe Benefits
2,006
2,006
5,121
6,090
6,090
1,756
6,000
110,61.5133,5156-7
Retirement -PERS
494
494
518
537
537
406
400
110,61.5133,5181-2
PERS Unfunded Liability Print
1,817
1,817
1,817
2,374
-
-
500
Subtotal
116,207
116,207
97,583
142,186
139,812
7,507
140,100
Materials & Services
110.61.5133.6011
Un0orms
600
600
-
600
600
-
600
110.61.5133.6050
Training/Conferences/Meetings
380
380
-
-
-
-
-
110.61.5133.6120
Other Contractual Services
4,468
4,468
1,647
6,968
6,968
600
7,000
110.61.5133.6142
Electricity
3,450
3,450
2,477
3,100
3,100
718
3,100
110.61.5133.6143
Water
2,500
2,500
2,734
2,700
2,700
2,500
2,700
110.61.5133.6145
Telephone -Special Lines
400
400
130
400
400
200
200
110.61.5133.6147
Cellular Phones
400
400
349
-
-
200
200
110.61.5133.6270
Other Supplies/Materials
5,670
5,670
6,683
1,200
1,200
-
1,200
110.61.5133.6330
Equipment Maint & Repair
500
500
-
700
700
-
700
110.61.5133.6999
Non -Capital Equipment
5,250
5,250
-
5,250
5,250
2,000
5,300
Subtotal 23,618 23,618 14,020 20,918 20,918 6,218 21,000
Capital Assets
Costs
lue 220,000 220,000 174,235 234,000 234,000 - 175,000
as&Benefits 116,207 116,207 97,583 142,186 139,812 7,507 140,100
mane & Operations 23,618 23,618 14,020 20,918 20,918 6,218 21,000
ted Costs - - - - - - -
il Outlay - - - - - - -
Expenrlilures 139,825 139,825 111,603 163,104 160,730 13,725 161,100
235
Fund: General Fund
Department: Public Services
Division/Program: Orangewood Afterschool Program (110-5134)
REVENUE
110.61.4654 Afterschool Prgm - Orengemod - - 488
lue 488
as & Benefits - - 759
mane & Operations - - -
ted Costs - - -
ilOullay - - -
Expendilures - - 759
W
Fund: General Fund
Department: Public Services
Division/Program: Palmview Preschool Program (110-5135)
EXPENDITURES
Salaries & Benefits
110,61.5135,5111
Full Time Salaries
6,112
6,112
5,998
6, 123
6, 123
5,301
6,100
110,61.5135,5112
Part Time Salaries
106,723
106,723
70,666
127,604
127,604
-
127,600
110,61.5135,5121
Holiday Opt - No PERS
-
-
-
-
-
29
-
110.61.5135.5124
Sick Leave Buyback
-
-
88
-
-
-
-
110.61.5135.5132
Uniform Allowances
-
-
-
-
-
15
-
110.61.5135.5X,V
Fringe Benefits
2,006
2,006
4,629
6,106
6,106
1,760
6,000
110,61.5135,5156-7
Retirement -PERS
495
494
518
537
538
408
400
110,61.5135,5181-2
PERS Unfunded Liability Pmt
1,820
1,820
1,820
2,376
-
-
500
Subtotal
117,155
117,155
83,720
142,747
140,371
7,512
140,600
Materials & Services
110.61.5135.6011
Uniforms
600
600
-
800
800
-
800
110.61.5135.6050
Training/Conferences/Meetings
430
430
242
-
-
-
-
110.61.5135.6120
Other Contractual Services
2,965
2,965
1,228
1,525
1,525
500
1,500
110.61.5135.6145
Telephone -Special Lines
1,760
1,760
1,286
1,760
1,760
1,286
1,800
110.61.5135.6147
Cellular Phones
400
400
349
-
-
349
300
110.61.5135.6270
Other Supplies/Materials
5,630
5,630
2,205
6,760
6,760
-
6,800
110.61.5135.6330
Equipment Maint & Repair
500
500
-
700
700
-
700
110.61.5135.6999
Non -Capital Equipment
250
250
-
250
250
-
300
Subtotal 12,535 12,535 5,310 11,795 11,795 2,135 12,200
Capkal Assets
Costs
as & Benefits
mane & Operations
ted Costs
it Outlay
Expenditures
117,155 117,155
12,535 12,535
129,690 129,690
83,720 142,747 140,371
5,310 11,795 11,795
89,030 154,542 152,166
7,512 140,600
2,135 12,200
9,647 152,800
237
Fund: General Fund
Department: Public Services
Division/Program: Special Events (110-5150)
REVENUE
110.61.4649 Special Events
ss B Benefits - - 12,110 10,407 10,407 4,266 19,900
3nance & Operations 83,241 83,241 8,094 - 7,500 1,000 7,500
ted Costs - - - - - - -
ilOullay - - - - - - -
Expenrlilures 83,241 83,241 20,194 10,407 17,907 5,266 27,400
Y$I-i
Fund: General Fund
Department: Public Services
Division/Program: Cameron Community Center (110-5161)
REVENUE
ImI,_I_Ai_
I
.i
-
110.61.4661
Recreation Classes/Programs -CCC
110,000
110,000
81,710
110,000
110,000
- 80,000
110.61.4662
Sports -CCC
25,000
10,000
8,984
12,000
12,000
- 11,200
110.61.4663
Facility Rental -CCC
180,000
180,000
132,465
180,000
180,000
4,000 130,000
EXPENDITURES
�L
Salaries & Benefits
L
110,61.5161,5111
Full Time Salaries
58,319
58,319
58,953
101,778
101,778
85,071
101,800
110,61.5161,5112
Part Time Salaries
129,266
129,266
95,784
152,500
152,500
41,665
152,600
110.61.5161.5YM
Premium Pay
-
-
-
2,396
2,396
1,125
1,200
110,61.5161,5124
Sick Leave Buyback
-
-
353
-
-
-
-
110.61.5161.5125
Vacation Buyback
-
-
501
-
-
163
-
110.61.5161.5132
Uniform Allowances
-
-
-
-
-
60
-
110.61.5161.5YJV
Fringe Benefits
15,511
15,511
19,526
32,817
32,817
23,010
30,100
110,61.5161,5156-7
Retirement -PERS
4,719
4,719
5,084
9,017
9,017
6,793
6,500
110,61.5161,5181-2
PERS Unfunded Liability Pmt
17,355
17,355
17,355
22,665
-
-
7,700
Subtotal
225,170
225,170
197,554
321,173
298,508
157,886
299,900
Materials &
Services
110.61.5161.6011
Uniforms
1,500
1,500
180
1,900
1,900
1,000
1,900
110.61.5161.6050
Training/Conferences/Meetings
500
500
495
-
-
-
-
110.61.5161.6120
Other Contractual Services
122,040
122,040
92,783
137,040
137,040
20,000
137,100
110.61.5161.6141
Natural Gas
3,700
3,700
4,882
9,000
9,000
7,049
9,000
110.61.5161.6142
Electricity
70,000
70,000
58,927
70,000
70,000
57,156
70,000
110.61.5161.6143
Water
3,200
3,200
3,147
3,200
3,200
2,676
3,200
110.61.5161.6145
Telephone -Special Lines
2,230
2,230
211
1,250
1,250
1,250
1,300
110.61.5161.6210
Office Supplies
1,500
1,500
1,712
1,700
1,700
800
1,700
110.61.5161.6270
Other Supplies/Materials
11,250
11,250
5,701
11,250
11,250
7,500
11,300
110.61.5161.6330
Equipment Maint & Repair
17,500
17,500
3,378
13,000
13,000
5,000
13,000
110.61.5161.6999
Non -Capital Equipment
10,000
10,000
10,041
10,000
10,000
-
10,000
Subtotal 243,420 243,420 181,457 258,340 258,340 102,431 258,500
Capital Assets
Costs
we 315,000 300,000 223,159 302,000 302,000 4,000 221,200
as&Benefits
225,170
225,170
197,554
321,173
298,508
157,886
299,900
mane & Operations
243,420
243,420
181,457
258,340
258,340
102,431
258,500
ted Costs
-
-
-
-
-
-
-
ilOullay
-
-
-
-
-
-
-
Expenditures
468,590
468,590
379,011
579,513
556,848
260,317
558,400
239
Fund: General Fund
Department: Public Services
Division/Program: Facility Rentals (110-5162)
REVENUE
110.61.4681
Rental -Roller Hockey
40,000
40,000
29,818
40,000
40,000
20,000 29,800
110.61.4682
Facility Rentals
71,500
71,500
95,736
72,000
72,000
60,000 72,000
110.61.4685
Park Shelter Rentals
55,000
55,000
17,550
40,000
40,000
- 17,500
Grand Total
166.500
166.500
143.104
152.000
152.000
80.000 119.300
EXPENDITURES
Salaries & Benefits
LL
11 O.61 5162,5111
Full Time Salaries
30,579
30,579
32,220
110.61.5162.5112
Part Time Salaries
700
700
-
110.61.5162.5121
Holiday Opt - No PERS
-
-
-
110.61.5162.5124
Sick Leave Buyback
500
500
397
110,61.5162,5125
Vacation Buyback
500
500
427
110,61.5162,5132
Uniform Allowances
-
-
-
110.61.5162.5XXX
Fringe Benefits
7,954
7,954
8,194
110,61.5162,5156-7
Retirement -PERS
2,474
2,474
2,812
110,61.5162,5180
Leave Lump Sum
-
-
22
110,61.5162,5181-2
PERS Unfunded Liability Pmt
9,097
9,097
9,097
Subtotal
51,804
51,804
53,169
Materials & Services
110.61.5162.6011
Uniforms
500
500
-
110.61.5162.6270
Other Supplies/Materials
1,000
1,000
-
110.61.5162.6330
Equipment Maint & Repair
1,000
1,000
138
Subtotal 2,500 2,500 138
CaDital Assets
Allocated Costs
110,61.5162,8104 Vehicle Maintenance Charges 605 605
110,61.5162,8105 Fuel & Oil Charges 253 253
Subtotal 858 858
SUMMARY
Revenue
Salaries & Benefits
Maintenance & Operations
Allocated Costs
Capital Outlay
Total Expenditures
30,625 30,625 20,121 30,600
150
200
500
500
-
500
500
500
81
500
-
-
45
-
8,303
8,304
4,885
7,600
2,687
2,687
1,532
1,900
-
43
-
11,881
-
-
2,300
54,497
42,616
26,857
43,600
500
500
-
500
1,000
1,000
-
1,000
1,000
1,000
-
1,000
2,500 2,500 - 2,500
1,012 1,012 - 1,000
1.012 1.012 - 1,000
166,500 166,500 143,104 152,000 152,000 80,000 119,300
51,804
51,804
53,169 54,497
42,616
26,857 43,600
2,500
2,500
138 2,500
2,500
- 2,500
858
858
- 1,012
1,012
- 1,000
55,162
55,162
53,307 58,009
46,128
26,857 47,100
240
Fund: General Fund
Department: Public Services
Division/Program: Shadow Oak (110-5165)
REVENUE , L -
i
110.61.4664 Recreation Classes 130,000 130,000 59,769 100,000 100,000 - 59,800
110.61A687 Facility Rentals -Shadow Oak 65,000 65,000 57,126 65,000 65,000 2,000 57,100
EXPENDITURES
.,,,-,
- ,-,
.,,,-,
.,
Salaries & Benefits
i
110,61.5165.5111
Full Time Salaries
49,821
49,821
49,851
49,912
49,912
11,551
49,900
110,61.5165,5112
Part Time Salaries
43,600
43,600
42,594
53,078
53,078
4,561
53,100
110,61.5165,5121
Holiday Opt - No PERS
-
-
-
-
-
243
-
110.61.5165.5124
Sick Leave Buyback
-
-
1,236
1,000
1,000
-
1,000
110,61.5165,5125
Vacation Buyback
-
-
824
-
-
-
-
110.61.5165.5132
Uniform Allowances
-
-
-
-
-
105
-
110.61.5165.5X,V
Fringe Benefits
9,908
9,908
11,981
11,924
11,924
2,844
10,900
110,61.5165,5156-7
Retirement -PERS
4,029
4,029
4,369
4,378
4,378
855
3,200
110,61.5165,5180
Leave Lump Sum
-
-
103
-
-
201
-
110.61.5165.5181-2
PERS Unfunded Liability Pmt
14,816
14,816
14,816
19,358
-
-
3,800
Subtotal
122,174
122,174
125,775
139,650
120,292
20,360
121,900
Materials & Services
110.61.5165.6011
Uniforms
300
300
50
300
300
-
300
110.61.5165.6120
Other Contractual Services
101,200
101,200
47,446
101,200
101,200
1,000
101,200
110.61.5165.6145
Telephone -Special Lines
1,560
1,560
-
1,560
1,560
1,560
1,600
110.61.5165.6210
Office Supplies
1,500
1,500
894
1,500
1,500
-
1,500
110.61.5165.6270
Other Supplies/Materials
1,000
1,000
139
1,000
1,000
-
1,000
110.61.5165.6330
Equipment Maint & Repair
3,000
3,000
221
3,000
3,000
-
3,000
110.61.5165.6999
Non -Capital Equipment
2,000
2,000
-
2,000
2,000
-
2,000
Subtotal 110,560 110,560 48,749 110,560 110,560 2,560 110,600
Capital Assets
Costs
lu6 195,000 195,000 116,895 165,000 165,000 2,000 116,900
as&Benefits 122,174 122,174 125,775 139,650 120,292 20,360 121,900
manta & Operations 110,560 110,560 48,749 110,560 110,560 2,560 110,600
ted Costs - - - - - - -
it Outlay - - - - - - -
Expendilures 232,734 232,734 174,524 250,210 230,852 22,920 232,500
241
Fund: General Fund
Department: Public Services
Division/Program: Senior Citizen Center (110-5180)
REVENUE
�ProjectedAmpr
Budget
Budget
r
110.61.4689
Senior Donations
10,000
10,000
6,569
7,000
7,000
- 7,000
110.61.4690
Senior Center Rentals
55,000
55,000
56,140
60,000
60,000
20,000 56,100
110.61.4693
Senior Excursions
20,000
20,000
21,262
25,000
25,000
649 20,000
110.61.4695
Senior Classes
30,000
30,000
20,918
30,000
30,000
- 20,900
r
r
r
EXPENDITURES
r
Adopted
Amended
Projected
Budget
Budget
Actual
Budget
rActual
Budge)
Salaries 8. Benefits
110,61.5180.5111
Full Time Salaries
86,542
86,542
93,595
89,214
89,214
82,096
89,800
110,61.5180,5112
Part Time Salaries
135,204
135,204
152,720
156,505
156,505
60,539
156,500
110,61.5180,5121
Holiday Opt - No PERS
-
-
477
-
-
601
-
110.61.5180.5124
Sick Leave Buyback
-
-
1,843
3,000
3,000
-
-
110.61.5180.5125
Vacation Buyback
-
-
3,328
1,000
1,000
3,508
-
110.61.518OZYM
Fringe Benefits
15,766
15,767
22,240
21,060
21,060
15,146
18,900
110,61.5180,5156-7
Retirement -PERS
6,581
6,581
7,729
7,419
7,419
6,255
5,200
110,61.5180,5181-2
PERS Unfunded Liability Pmt
24,200
24,200
24,200
32,802
-
-
6,200
Subtotal
268,294
268,294
306,132
311,000
278,198
168,144
276,600
Materials & Services
110.61.5180.6011
Uniforms
600
600
-
600
600
-
600
110.61.5180.6050
Conferences 8 Meetings
320
320
472
320
320
320
300
110.61.5180.6120
Other Contractual Services
20,000
20,000
19,775
20,000
20,000
5,000
20,000
110.61.5180.6145
Telephones -Special Lines
3,860
3,860
832
3,860
3,860
3,000
3,900
110.61.5180.6147
Cellular Phones
400
400
349
400
400
400
400
110.61.5180.6164
Senior Excursions
15,000
15,000
13,939
15,000
15,000
-
15,000
110.61.5180.6210
Office Supplies
3,000
3,000
3,331
3,000
3,000
1,500
3,000
110.61.5180.6270
Other Supplies/Materials
7,500
7,500
7,863
7,500
7,500
3,750
7,500
110.61.5180.6330
Equipment Maint 8 Repair
10,000
10,000
5,446
10,000
10,000
6,000
10,000
110.61.5180.6999
Non -Capital Equipment
7,500
7,500
5,779
7,500
7,500
-
7,500
Subtotal 68,180 68,180 57,785 68,180 68,180 19,970 68,200
Capital Assets
Subtotal
Costs
3s8 Benefits 268,294 268,294 306,132 311,000 278,198 168,144 276,600
manta 8 Operations 68,180 68,180 57,785 68,180 68,180 19,970 68,200
ted Costs - - - - - - -
ilOullay - - - - - - -
Expendilures 336,474 336,474 363,917 379,180 346,378 188,114 344,800
242
Fund: General Fund
Department: Public Services
Division/Program: Senior Center Rentals (110-5182)
REVENUE
as & Benefits - - 108
;nance & Operations - - -
ted Costs - - -
ilOullay - - -
Expenditures - - 108
243
Fund: Air Quality Improvement Trust
Department: Public Services
Division/Program: Air Quality (AB2766) (119-4183)
REVENUE
119.61.4521
119.61A535
EXPENDITURES
Materials 8 Services
State Grant
Grants From Other Agencies
695,200 1,141,000 457,470 300,000 300,000 140,000 40,000
108,399 108,399 200,000 54,200 54,200 - -
119.61.4183.6030
Memberships 8 Subscriptions
500
500
- 500
500
500
500
119.61.4183.6050
Training/Conferences/Meetings
80
80
- 80
80
-
100
119.61.4183.6112
Accounting and Auditing
1,540
1,540
1,560 1,620
1,620
1,580
1,600
119.61.4183.6120
Other Contractual Services
8,800
8,800
- 8,800
8,800
8,800
8,800
119.61.4183.6167
Community Awareness
700
700
- 700
700
-
700
Subtotal 11,620 11,620 1,560 11,700 11,700 10,880 11,700
Capital Assets
Subtotal - - - - - - -
Allocated Coate
119,61.4183,8101 Admin 8 Overhead Charges
5,644
5,644
401
401
401
-
400
Subtotal
5,644
5,644
401
401
401
-
400
Grand Total
17,264
17,264
1,961
12,101
12,101
10,880
12,100
SUMMARY
•... -.
.-.
i
.... -.
.-.
i
-.
... -.
Revenue
803,599
1,249,399
657,470
354,200
354,200
140,000
40,000
Salaries 8 Benefits
-
-
-
-
-
-
-
Mainlenance 8 Operations
11,620
11,620
1,560
11,700
11,700
10,880
11,700
Allocated Costs
5,644
5,644
401
401
401
-
400
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
17,264
17,264
1,961
12,101
12,101
10,880
12,100
244
Fund: Air Quality Improvement Trust
Department: Public Services
Division/Program: Transfers (119-9500)
REVENUE
SUMMARY
Revenue -
-
-
- -
- -
Salaries & Benefits -
-
-
- -
- -
Maintenance & Operations -
-
-
- -
- -
Allocated Costs -
-
-
- -
-
Capital Outlay -
144,401
144,040
40,000 -
40,000 -
Total Expenditures -
144,401
144,040
40,000 -
40,000 -
Net Program Revenue/(Cost)
144,401
144,040
40,000
(40,000)
00i
Fund: Proposition "A"
Department: Public Services
Division/Program: Regional Transportation(121-5140)
REVENUE
121.61.4110 Sales Tax 2,194,485 2,194,485 2,102,971 2,278,800 2,278,800 2,100,000 2,140,600
121.61A565 Proposition A Discretionary Incentive 104,000 104,000 - 106,000 106,000 204,000 106,000
EXPENDITURES
Materials & Services
121.61.5140.6087 San Gabriel Valley Council of Govts
121.61.5140.6112 Accounting and Auditing
121.61.5140.6520 Proposition A Exchange
Assets
36,500
51,500
47,309
40,000
40,000
38,700
40,000
-
2,500
2,000
-
-
-
-
2,200,000
2,200,000
2,200,000
2,278,000
2,278,000
1,800,000
2,000,000
2,236,500
2,264,000
2,249,309
2,318,000
2,318,000
1,838,700
2,040,000
Allocated Costs
121,61.5140,8101 Admin& Overhead Charges
1,183
1,183
5,938
5,938
5,938
- 5,900
Subtotal
1,183
1,183
5,938
5,938
5,938
- 5,900
Grand Total
2,237,683
2,255,183
2,255,247
2,323,938
2,323,938
1,838,700 2,045,906
SUMMARY
Adopted
Budget
Amended
Budget
i
Actual
Adopted
Budget
Amended
Projected
Actual
Propose
Budg-
Revenue
2,298,485
2,298,485
2,102,971
2,384,800
(12-31-20)
2,384,800
2,304,000
2,246,600
Salaries & Benefits
-
-
-
-
-
-
-
Mainlenance & Operations
2,236,500
2,254,000
2,249,309
2,318,000
2,318,000
1,B38,700
2,040,000
Allocated Costs
1,183
1,183
5,938
5,938
5,938
-
5,900
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
2,237,683
2,255,183
2,255,247
2,323,938
2,323,938
1,838,700
2,045,900
246
Fund: Proposition "C"
Department: Public Services
Division/Program: Pavement Management (122-4132)
REVENUE
EXPENDITURES
Salaries & Benefits
122,71.4132,5111
Full Time Salaries
122,71.4132,5121
Holiday Opt - No PERS
122.71.4132,5124
Sick Leave Buyback
122.71.4132,5125
Vacation Buyback
122.71.4132.5XXX
Fringe Benefits
122,71.4132,5156-7
Retirement -PERS
122,71.4132,5180
Leave Lump Sum
122,71.4132,5181-2
PERS Unfunded Liability Pint
Materials & Services
122.71.4132.6050
Conferences & Meetings
122.71.4132.6110
Professional Services
122.71.4132.6130
Service Contracts
122.71.4132.6147
Cellular Phones
122.71.4132.6215
Computer Supplies
122.71.4132.6270
Special Department Supplies
122.71.4132.6272
Software Licensing
122.71.4132.6330
Equipment Maint & Repair
Assets
Costs
SUMMARY
as & Benefits
mane & Operations
ted Costs
it Outlay
Expenditures
68,747
68,747
42,346
98,361
98,361
5,586
5,600
-
-
-
-
-
31
100
886
-
-
-
1,989
-
-
-
-
9,891
9,891
7,834
27,469
27,469
1,089
1,100
2,726
2,726
3,607
8,619
8,619
436
400
-
-
13,678
-
-
-
-
33,798
33,798
33,798
38,106
38,106
38,106
38,100
115,162
115,162
104,137
172,555
172,555
45,249
45,300
1,000
1,000
-
1,000
1,000
-
-
25,000
33,969
19,313
25,000
25,000
-
5,000
300,000
505,313
440,909
-
505,313
-
300,000
1,650
1,650
195
1,650
1,650
59
300
2,450
2,450
2,217
2,450
2,450
1,050
2,500
250
250
-
250
250
-
200
3,500
3,500
2,500
3,500
3,500
2,500
2,500
1,000
1,000
-
1,000
1,000
-
-
334,850 549,132 465,134 34,850 540,163 3,609 310,500
115,162
115,162
104,137
172,555
172,555
45,249
45,300
334,850
549,132
465,134
34,850
540,163
3,609
310,500
450,012
664,294
569,271
207,405
712,718
48,858
355,800
247
Fund: Proposition "C"
Department: Public Services
Division/Program: Program Administration (122-5120)
REVENUE
122.00.4410
Interest Income
- - 23,360
10,000
10,000
4,267
10,000
122.61.4110
Sales Tax
1,820,268 1,820,268 1,744,419
1,890,200
1,890,200
1,760,000
1,890,200
122.61.4647
Miscellaneous Reimbursement
- - -
2,386
2,386
-
2,400
oao 4 7a7 770
om aaa
� oao caa
4 7an oa7
ono ann
EXPENDITURES
Salaries & Benefits
L
122,61.5120,5111
Full Time Salaries
59,922
59,922
66,521
56,884
56,884
61,562
56,900
122,61.5120,5121
Holiday Opt - No PIERS
-
-
-
-
-
224
-
122.61.5120.5124
Sick Leave Buyback
-
-
132
-
-
669
-
122.61.5120.5125
Vacation Buyback
-
-
224
-
-
1,400
-
122.61.5120.5132
Uniform Allowances
-
-
-
-
-
23
-
122.61.5120.5xJV
Fringe Benefits
13,076
13,077
13,842
12,492
12,492
11,427
12,000
122,61.5120,5156-7
Retirement -PERS
4,834
4,833
5,759
4,978
4,978
4,707
4,600
122,61.5120,5180
Leave Lump Sum
-
-
4,594
-
-
-
-
122.61.5120.5181-2
PERS Unfunded Liability Pont
17,775
17,775
17,775
22,011
22,011
22,011
5,500
Subtotal
95,607
95,607
108,847
96,365
96,365
102,023
79,000
Materials & Services
122.61.5120.6170
Advertising & Publications
2,500
2,500
92
2,500
2,500
500
500
122.61.5120.6210
Office Supplies
1,000
1,000
51
1,000
1,000
500
500
122.61.5120.6330
Equipment Maint & Repair
150
150
59
150
150
150
200
122.61.5120.6424
Capitalized Lease Payments
750
750
252
-
-
-
-
122.61.5120.6999
Non -Capital Equipment
500
500
-
500
500
-
-
Subtotal 4,900 4,900 455 4,150 4,150 1,150 1,200
Capital Assets
Allocated Costs
122,61.5120,8101 Admin & Overhead Charges
17,696
17,696
78,475
78,475
78,475
78,475
78,500
122,61.5120,8102 Property& Liability Charges
22,956
22,956
33,985
49,756
49,756
49,756
49,800
Subtotal
40,652
40,652
112,460
128,231
128,231
128,231
128,300
lue 1,820,268 1,820,268 1,767,779 1,902,586 1,902,586 1,764,267 1,902,600
as & Benefits
95,607
95,607
108,847
96,365
96,365
102,023
79,000
mane&Operations
4,900
4,900
455
4,150
4,150
1,150
1,200
ted Costs
40,652
40,652
112,460
128,231
128,231
128,231
128,300
it Outlay
-
-
-
-
-
-
-
Expendilures
141,159
141,159
221,761
228,746
228,746
231,404
208,500
248
Fund: Proposition "C"
Department: Public Services
Division/Program: Corridor Shuttle (Fixed Route) (122-5142)
REVENUE
as & Benefits - - - - - - -
3nance 8 Operations 248,700 248,700 227,405 255,200 255,200 232,718 252,600
ted Costs 68,065 68,065 33,611 35,423 35,423 35,423 35,400
iI Outlay - - - - - - -
Expendilures 316,765 316,765 261,016 290,623 290,623 268,141 288,000
YkS;
Fund: Proposition "C"
Department: Public Services
Division/Program: Dial -A -Ride (122-5143)
REVENUE
as & Benefits - - - - - - -
3nance & Operations 404,400 404,400 274,752 416,200 416,200 250,000 461,000
ted Costs 61,303 61,303 40,387 43,334 43,334 43,334 43,300
iI Outlay - - - - - - -
Expendilures 465,703 465,703 315,139 459,534 459,534 293,334 504,300
04.Yf
Fund: Proposition ••C••
Department: Public Services
Division/Program: Bus Shelter Maintenance (122-5144)
SUMMARY
•... -.
.-.
i
.... -.
.-.
i
-.
... -.
Revenue
-
-
-
-
-
-
-
Salaries & Benefits
-
-
-
-
-
-
-
Mainlenance&Operations
75,000
75,000
61,396
75,000
75,000
74,000
75,000
Allocated Costs
-
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
75,000
75,000
61,396
75,000
75,000
74,000
75,000
Net Program Revenue/(Cost)
75,000
75,000
61,396
75,000
75,000
74,000
75,000
251
Fund: Proposition ••C••
Department: Public Services
Division/Program: Recreation/Education Transit (122-5145)
SUMMARY
•... -.
.-.
i
.... -.
.-.
i
-.
... -.
Revenue
-
-
-
-
-
-
-
Salaries & Benefits
-
-
-
-
-
-
-
Mainlenance&Operations
80,000
80,000
23,641
80,000
80,000
15,000
80,000
Allocated Costs
-
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
80,000
80,000
23,641
80,000
80,000
15,000
80,000
Net Program Revenue/(Cost)
80,000
80,000
23,641
80,000
80,000
15,000
80,000
04wy
Fund: Proposition "C"
Department: Public Services
Division/Program: Fixed Route Green Line Corridor Shuttle (122-5148)
REVENUE
Grand Total
as 8 Benefits
3nance 8 Operations 333,500 333,500 344,838 342,200 342,200 352,809 421,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 333,500 333,500 344,838 342,200 342,200 352,809 421,000
253
Fund: Proposition ••C••
Department: Public Services
Division/Program: CIP -General (122-7003)
SUMMARY
•... -.
.-. i
.... -. .-. -. ... -.
i
Revenue
-
- -
- - - -
Salaries & Benefits
-
- -
- - - -
Maintenance & Operations
-
- -
- - - -
Allocated Costs
-
- -
- - -
Capital Outlay
25,000
75,000 -
10,000 - -
Total Expenditures
25,000
75,000 -
10,000 - - -
Net Program Revenue/(Cost)
25,000
75,000
10,000
254
Fund: Proposition "C"
Department: Public Services
Division/Program: CIP -Parks (122-7004)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
il Outlay 75,000 104,000
Expenditures 75,000 104,000
046i
Fund: Proposition ••C••
Department: Public Services
Division/Program: CIP-Streets(122-7005)
SUMMARY
•... -.
.-.
i .... -.
.-. -. ... -.
i
Revenue
-
-
- -
- - -
Salaries & Benefits
-
-
- -
- - -
Maintenance & Operations
-
-
- -
- - -
Allocated Costs
-
-
- -
- -
Capital Outlay
700,000
700,000
188 200,000
210,000 -
Total Expenditures
700,000
700,000
188 200,000
210,000 - -
Net Program Revenue/(Cost)
700,000
700,000
188 200,000
210,000
Y1..1",
Fund: State Gas Tax
Department: Public Services
Division/Program: Traffic Engineering (124-4131)
REVENUE
124.00.4410
Interest Income
-
-
55,141
-
-
14,300
15,000
124.71.4288
Street Name Signs
-
-
296
-
-
-
-
124.71.4510
HUTA Loan Repayment
122,068
122,068
121,546
-
-
-
-
124.71.4512
Gas TaxSec0on 2105
602,191
602,191
595,442
604,172
604,172
576,700
622,300
124.71.4513
Gas TaxSeclion 2106
360,364
360,364
343,476
361,549
361,549
324,797
350,700
124.71.4514
Gas Tax -Section 2107
790,764
790,764
756,651
793,365
793,365
732,004
792,000
124.71.4515
Gas Tax -Section 2107.5
10,000
10,000
20,000
10,000
10,000
10,000
10,000
124.71.4518
Gas Tax -Section 2103
923,190
923,190
812,045
926,226
926,226
836,681
955,100
124.71A519
Road Maint Rehab
1,791,632
-
1,872,555
-
-
-
-
124.71 4647
Misc Reimbursement
-
-
24
-
-
-
-
W39d714Y111r1 Adnnled Amended 19.2r
Salaries & Benefits
124,71.4131.5111
Full Time Salaries
14,916
14,916
13,273
40,547
40,547
4,334
40,500
124,71.4131,5112
Part Time Salaries
-
-
3,149
4,814
4,814
3,296
4,800
124.71.4131.5XXX
Premium Pay
-
-
-
-
-
-
1,200
124,71.4131,5121
Holiday Opt - No PERS
-
-
-
-
-
31
-
124.71.4131.5124
Sick Leave Buyback
-
-
295
-
-
-
400
124,71.4131,5125
Vacation Buyback
-
-
807
-
-
-
-
124.71.4131.5XXX
Fringe Benefits
4,153
4,153
3,701
11,890
11,890
1,119
11,900
124,71.4131,5156-7
Retirement -PERS
1,214
1,214
1,088
3,555
3,555
328
3,600
124,71.4131,5180
Leave Lump Sum
-
-
5,420
-
-
-
-
124.71.4131.5181-2
PERS Unfunded Liability Pmt
13,821
13,821
13,821
15,717
15,717
-
-
124.71.4131.5999
Salary Savings
-
-
-
-
-
-
-
Subtotal
34,104
34,104
41,556
76,523
76,523
9,108
62,400
Materials &
Services
124.71.4131.6110
Professional Services
25,000
58,492
64,024
-
43,750
-
71,400
124.71.4131.6050
Conferences & Meetings
1,200
1,200
250
1,200
1,200
-
1,200
124.71.4131.6147
Cellular Phones
1,100
1,100
195
1,100
1,100
200
-
124.71.4131.6210
Office Supplies
500
500
177
500
500
400
500
124.71.4131.6270
Special Department Supplies
1,300
1,300
295
1,300
1,300
-
1,300
124.71.4131.6330
Equipment Maint & Repair
600
600
-
600
600
-
600
Subtotal 29,700 63,192 64,941 4,700 48,450 600 75,000
Capital Assets
Subtotal - - - - - - -
Nlocated Costs
124,71.4131,8104 Vehicle Maintenance Charges
168
168
-
281
281
-
-
124.71.4131.8105 Fuel & Oil Charges
115
115
-
-
-
-
-
Subtotal
283
283
-
281
281
-
-
Grand Total
64,087
97,579
106,496
81,504
125,254
9,708
137,406
SUMMARY
•... -.
.-.
i
.... -.
.-.
i
-.
... -
Revenue
4,600,209
2,808,577
4,577,177
2,695,312
2,695,312
2,494,482
2,745,100
Salaries& Benefits
34,104
34,104
41,556
76,523
76,523
9,108
62,400
Maintenance& Operations
29,700
63,192
64,941
4,700
48,450
600
75,000
Allocated Costs
283
283
-
281
281
-
-
Total Expenditures
64,087
97,579
106,497
81,504
125,254
9,708
137,400
257
Fund: State Gas Tax
Department: Public Services
Division/Program: Landscape Maintenance (124-4141)
REVENUE
EXPENDITURES
Materials & Services
124.61.4141.6130 Service Contracts
124.61.4141.6142 Electricity
124.61.4141.6143 Water
Assets
Nlocatetl Costs
124.61.4141.8102 Property & Liability Charges
as & Benefits
3nance & Operations
red Costs
it Outlay
Expenditures
250,337
250,337
224,436
261,736
261,736
261,700
261,700
17,300
17,300
7,782
19,030
19,030
9,152
19,000
130,000
130,000
140,410
136,500
136,500
180,864
180,900
397,637
397,637
372,628
417,266
417,266
451,716
461,600
8,442
8,442
12,498
13,416
13,416
13,416
13,400
8,442
8,442
12,498
13,416
13,416
13,416
13,400
397,637 397,637 372,628 417,266 417,266 451,716 461,600
8,442 8,442 12,498 13,416 13,416 13,416 13,400
406,079 406,079 385,126 430,682 430,682 465,132 475,000
258
Fund: State Gas Tax
Department: Public Services
Division/Program: Traffic Signal Maintenance (124-4150)
REVENUE
EXPENDITURES
Materials & Services
124.61.4150.6130 Service Contracts
124.61.4150.6142 Electricity
124.61.4150.6330 Equipment Maim & Repair
Assets
Nlocatetl Costs
124.61.4150.8102 Property & Liability Charges
as & Benefits
manta & Operations
red Costs
it Outlay
Expenditures
25,000
25,000
26,764
35,000
35,000
30,000
35,000
120,000
120,000
118,965
132,000
132,000
148,971
163,900
30,000
30,000
18,499
40,000
40,000
40,000
40,000
175,000
175,000
164,228
207,000
207,000
218,971
238,900
12,321
12,321
175,000 175,000 164,228 207,000 207,000 218,971 238,900
- - 12,321 - - - -
175,000 175,000 176,548 207,000 207,000 218,971 238,900
259
Fund: State Gas Tax
Department: Public Services
Division/Program: Street Maintenance (124-4151)
REVENUE
EXPENDITURES
124.61.4151.5111
Full Time Salaries
238,413
238,413
250,496
324,369
324,369
142,000
139,300
124,61.4151,5113
Overdone
15,064
15,064
28,585
-
-
21,188
21,200
124.61.4151.5XXX
Premium Pay
263
263
264
263
263
149
100
124,61.4151.5121
Holiday Opt - No PERS
-
-
160
-
-
1,090
1,100
124,61.4151,5124
Sick Leave Buyback
-
-
4,023
-
-
-
-
124.61.4151.5125
Vacation Buyback
-
1,744
5,642
-
-
4,356
4,400
124.61.4151.5XXX
Fringe Benefits
81,766
80,022
78,571
123,756
123,756
48,546
42,500
124,61.4151.5156-7
Retirement -PERS
19,457
19,457
21,978
37,192
37,192
11,548
8,900
124,61.4151,5180
Leave Lump Sum
-
-
2,986
-
-
28,432
-
124.61.4151.5181-2
PERS Unfunded Liability Pmt
71,548
71,548
71,548
120,606
120,606
120,606
10,600
Subtotal
426,511
426,511
464,253
606,186
606,186
377,916
228,100
Materials &
Services
124.61.4151.6011
Uniforms
10,051
10,051
6,559
10,051
10,051
8,000
10,100
124.61.4151.6030
Memberships
400
400
-
400
400
400
400
124.61.4151.6050
Conferences & Meetings
1,560
1,560
972
1,560
1,560
-
1,600
124.61.4151.6120
Other Contractual Services
86,500
81,345
49,789
91,500
93,760
93,000
93,000
124.61.4151.6142
Electricity
16,000
16,000
11,634
17,600
17,600
18,454
18,500
124.61.4151.6147
Cellular Phones
3,750
3,750
2,663
5,750
5,750
3,000
3,000
124.61.4151.6210
Office Supplies
380
380
649
380
380
380
400
124.61.4151.6250
Maint. Dept. Supplies
27,000
27,000
21,222
27,000
27,000
15,000
27,000
124.61.415
.6251
Asphalt/ Road Supplies
17,500
17,500
13,733
17,500
17,500
17,500
17,500
124.61.415
.6252
Traffic PaintlSupplies
10,000
10,000
9,407
10,000
10,000
6,000
10,000
124.61.415
.6253
CementlConsl Marl
10,000
10,000
4,622
10,000
10,000
2,000
10,000
124.61.4151.6254
Signs/Hardware
63,000
29,000
26,080
63,000
63,000
40,000
63,000
124.61.4151.6270
Other Supplies/Materials
-
-
963
-
-
500
500
124.61.415
.6310
Buildings & Improv. Maint & Repair
1,000
1,000
4,551
1,000
1,000
750
1,000
124.61.415.6330
Equipment Maint B Repair
12,600
12,600
5,057
13,080
13,080
5,000
13,100
124.61.4151.6424
Capitalized Lease Payments
872
872
909
872
872
872
900
124.61.415
.6999
Non -Capital Equipment
-
10,403
10,403
-
-
-
-
Subtotal
260,613
231,860
169,211
269,693
271,953
210,856
270,000
Capital Assets
124.61.4151.7160
Other Equipment
-
114,784
114,794
-
-
-
-
124.61.4151.7170
Vehicles & Mobile Equipment
-
30,000
29,000
-
-
-
-
Subtotal - 144,794 143,784
Allocated Costs
124,61.4151,8101
Admin & Overhead Charges
280,358
280,358
480,030
480,030
480,030
480,030
480,000
124,61.4151,8102
Property & Liability Charges
25,645
25,645
25,645
40,226
40,226
40,226
40,200
124,61.4151,8104
Vehicle Maintenance Charges
40,416
40,416
57,787
67,614
67,614
67,614
67,700
124,61.4151,8105
Fuel & Oil Charges
30,839
30,839
27,627
34,232
34,232
34,232
34,200
Subtotal
377,258
377,258
591,089
622,102
622,102
622,102
622,100
Grand Total
1,064,382
1,180,413
1,368,337
1,497,981
1,500,241
1,210,874
1,120,206
le-zu 16-Zu 2u-Zl 2u-Zl 2u-Zl Zl-Z
Adopted Amended 19-20 Adopted Amended Projected Propose,
Budget Budget Actual Budget (12-31.20) Actual Budge
Salaries & Benefits
426,511
426,511
464,253
606,186
606,186
377,916
228,100
Maintenance & Operations
260,613
231,860
169,211
269,693
271,953
210,856
270,000
Allocated Costs
377,258
377,258
591,089
622,102
622,102
622,102
622,100
Capital Outlay
-
144,784
143,784
-
-
-
-
Total Expenditures
1,064,382
1,180,413
1,368,336
1,497,981
1,500,241
1,210,874
1,120,200
Y�YC
Fund: State Gas Tax
Department: Public Services
Division/Program: Street Lighting (124-4152)
REVENUE
as & Benefits - - -
3nance & Operations 240,000 240,000 253,169
ted Costs - - -
ilOullay - - -
Expendilures 240,000 240,000 253,169
264,000 264,000 246,286 264,000
264,000 264,000 246,286 264,000
'Ail
Fund: State Gas Tax
Department: Public Services
Division/Program: Streets (124-7005)
REVENUE
as & Benefits - -
3nance 8 Operations - -
ted Costs - -
ilOullay - 1,018,921
Expenditures - 1,018,921
1,018,921 - 240,000 177,400 240,000
1,018,921 - 240,000 177,400 240,000
PIM
Fund: State Gas Tax
Department: Public Services
Division/Program: Traffic (124-7006)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
90,000 - - 90,000
90,000 - - 90,000
or-N]
Fund: State Gas Tax
Department: Public Services
Division/Program: Transfers (124-9500)
SUMMARY .-. i .-. ... -.
i
Revenue - - - - - - -
Salaries & Benefits - - - - - - -
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - 100,000
Total Expenditures - - - - - - 100,000
Net Program Revenue/(Cost) 100,000
0141V
Fund: Assembly Bill 939
Department: Public Service
Division/Program: Waste Reduction (AB939) (129-4188)
REVENUE
i
129.00.4410
Interest Income
- - 7,085 2,000
2,000 2,200 2,200
129.61.4629
Misc Reimbursement -Athens AS 939
170,000 170,000 256,933 170,000
170,000 170,000 170,000
129.00.4647
Miscellaneous Reimbursement
- - - 760
760 - -
EXPENDITURES
....-.
.:
......
Salaries & Benefits
i
129.61.4188.5111
Full Time Salaries
48,342
48,342
47,963
84,746
84,746
29,388
84,700
129.61.4188.5113
Overtime
1,511
1,511
480
-
-
1,014
-
129.61.4188.5XXX
Premium Pay
275
275
257
251
251
146
300
129.61.4188.5121
Holiday Opt - No PERS
-
-
287
-
-
258
-
129.61.4188.5124
Sick Leave Buyback
-
-
952
-
-
-
-
129.61.4188.5125
Vacation Buyback
-
700
2,081
-
-
607
-
129.61.4188.5132
Uniform Allowances
-
-
8
-
-
8
-
129.61.4188.5XXX
Fringe Benefits
15,237
14,537
12,238
16,864
16,864
6,953
16,900
129.61.4188.5156-7
Retirement -PERS
4,973
4,973
4,142
15,317
15,317
2,314
15,300
129.61.4188.5180
Leave Lump Sum
-
-
4,317
-
-
274
-
129.61.4188.5181-2
PERS Unfunded Liability Pint
18,286
18,286
18,286
23,893
23,893
-
2,000
Subtotal
88,624
88,624
91,011
141,071
141,071
40,961
119,200
Materials & Services
129.61.4188.6030
Memberships
400
400
-
400
400
-
400
129.61.4188,6110
Professional Services
9,500
9,500
6,000
9,500
9,500
9,500
9,500
129.61.4188,6120
Others Contactual Services
3,880
3,880
3,250
4,500
4,500
3,500
4,500
129.61.4188,6167
Community Awareness
16,200
16,200
3,153
16,200
16,200
3,500
16,200
129.61.4188,6210
Office Supplies
500
500
279
500
500
500
500
129.61.4188,6270
Special Department Supplies
5,000
5,000
470
3,900
3,900
1,000
3,900
129.61.4188,6330
Equipment Maint&Repair
600
600
600
1,080
1,080
500
1,100
129,61.4188,6424
Capitalized Lease Payments
872
872
909
872
872
909
900
Subtotal
36,952
36,952
14,661
36,952
36,952
19,409
37,000
Capeal Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
129.61.4188.8101
Admin & Overhead Charges
23,364
23,364
10,970
10,970
10,970
10,970
11,000
129.61.4188.8102
Property& Liability Charges
2,607
2,607
3,859
5,724
5,724
5,724
5,700
Subtotal
25,971
25,971
14,829
16,694
16,694
16,694
16,700
Grand Total
151,547
151,547
120,501
194,717
194,717
77,064
172,900
Salaries & Benefits
88,624
88,624
91,011
141,071
141,071
40,961
119,200
Maintenance & Operations
36,952
36,952
14,661
36,952
36,952
19,409
37,000
Allocated Costs
25,971
25,971
14,829
16,694
16,694
16,694
16,700
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
151,547
151,547
120,502
194,717
194,717
77,064
172,900
ue, o.,..,.n... ee..e..,,var•..�e
.o .moo
.o.�o
..o �,e
.�. ��.,
.o. ��.,
,.�.ee
,-.,.�.
0
Fund: Community Development Block Grant
Department: Public Services
Division/Program: Fair Housing (131-2244)
REVENUE
as & Benefits - - -
3nance&Operations 10,000 10,000 9,977
ted Costs - - -
ilOullay - - -
Expendilures 10,000 10,000 9,977
10,000 10,000
10,000 10,000
10,000
10,000
Vl$".
Fund: Community Development Block Grant
Department: Public Services
Division/Program: Program Administration (131-5120)
REVENUE
i
131.61.4551 Federal Grants 1,282,868 1,053,129 299,777 805,400 805,400 380,139 2,352,600
131.61.4647 Misc Reimbursement - - - 1,654 1,654 - -
131.61.4856 Repayment of Loans 43,250 43,250 85,870 40,000 40,000 120,000 40,000
EXPENDITURES
Salaries & Benefits
131.61.5120.5111
Full Time Salaries
75,715
75,715
60,732
76,644
76,644
49,059
76,700
131.61.5120.5121
Holiday Opt - No PERS
-
-
-
-
-
156
-
131.61.5120.5124
Sick Leave Buyback
-
-
-
-
-
544
-
131.61.5120.5125
Vacation Buyback
-
-
670
-
-
720
-
131.61.5120.5XXX
Fringe Benefits
13,505
13,505
11,528
13,501
13,501
8,462
12,300
131.61.5120.5156-7
Retirement -PERS
6,109
6,109
5,273
6,709
6,709
3,812
5,300
131.61.5120.5180
Leave Lump Sum
-
-
2,297
-
-
-
-
131.61.5120.5181-2
PERS Unfunded Liability Pmt
22,463
22,463
22,463
29,662
29,662
29,662
6,300
Subtotal
117,792
117,792
102,963
126,516
126,516
92,415
100,600
Materials & Services
131.61.5120.6050
Conferences & Meetings
250
250
-
150
150
-
100
131.61.5120.6052
Reimbursed Mileage
200
200
-
100
100
50
100
131.61.5120.6110
Professional Services
16,222
16,222
-
15,000
15,000
-
15,000
131.61.5120.6112
Accounting and Auditing
3,550
3,550
1,825
3,550
3,550
1,825
3,500
131.61.5120.6120
Other Contractual Services
250
250
26
150
150
394
400
131.61.5120.6170
Advertising & Publications
2,500
2,500
4,711
3,500
3,500
2,500
3,500
131.61.5120.6210
Office Supplies
1,000
1,000
1,046
1,000
1,000
Soo
1,000
131.61.5120.6330
Equipment Maint & Repair
250
250
99
200
200
200
200
131.61.5120.6424
Capitalized Lease Payments
600
600
175
-
-
-
-
131.61.5120.6999
Non -Capital Equipment
2,000
2,000
-
1,500
1,500
1,000
1,500
Subtotal
26,822
26,822
7,882
25,150
25,150
6,459
25,300
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
131.61.5120.8101
Admin & Overhead Charges
26,386
26,386
116,116
12,334
12,334
12,334
12,300
Subtotal 26,386 26,386 116,116 12,334 12,334 12,334 12,300
we 1,326,118 1,096,379 385,647 847,054 847,054 500,139 2,392,600
as & Benefits
117,792
117,792
102,963
126,516
126,516
92,415
100,600
mane&Operations
26,822
26,822
7,882
25,150
25,150
6,459
25,300
ted Costs
26,386
26,386
116,116
12,334
12,334
12,334
12,300
it Outlay
-
-
-
-
-
-
-
Expenditures
171,000
171,000
226,961
164,000
164,000
111,208
138,200
267
Fund: Community Development Block Grant
Department: Public Services
Division/Program: Community Subrecipients (131-5121)
REVENUE
EXPENDITURES
Materials & Services
131.61.5121.6120
Other Contractual Services
60,000
60,000
59,486 60,000 60,000 60,000 93,000
131.61.5121.6203
Project 2971
4,160
4,160
4,160 - - - -
131.61.5121.6204
YWCA of San Gabrield Valley - MOW
5,000
5,000
5,000 - - - -
131.61.5121.6207
Action Food Pantry
5,290
5,290
5,290 - - - -
131.61.5121.6444
YWCA of SGV - Sr Cit Assistance
7,404
7,404
6,423 - - - -
131.61.5121.6461
Love Inc Crisis Intervention
-
-
- - - - -
131.61.5121.6462
Assistance League of Covina Valley
1,460
1,460
1,460 - - - -
131.61.5121.6466
Cory's Kitchen
4,260
4,260
4,260 - - - -
131.61.5121.6467
ESGV Coalition for Home
4,686
4,686
4,686 - - - -
Subtotal 92,260 92,260 90,765 60,000 60,000 60,000 93,000
Capital Assets
Costs
as & Benefits - - - - - - -
mance&Operations 92,260 92,260 90,765 60,000 60,000 60,000 93,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expenditures 92,260 92,260 90,765 60,000 60,000 60,000 93,000
I
Fund: Community Development Block Grant
Department: Public Services
Division/Program: Careship (131-5136)
REVENUE
as & Benefits - - -
3nance & Operations 6,000 6,000 3,630
ted Costs - - -
ilOullay - - -
Expendilures 6,000 6,000 3,630
5,000 5,000 1,000 5,000
5,000 5,000 1,000 5,000
rz1,
Program Budget Analysis
Department: Public Services
Division/Program: Buildings (131-7001)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
66
455,805 196,752 52,120
455,805 196,752 52,186
100,000 100,000 217,200 100,000
100,000 100,000 217,200 100,000
riLC
Community Dev. Block Grant
Department: Public Services
Division/Program: Parks (131-7004)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
100,000 100,000 1,000,000
100,000 100,000 1,000,000
271
Program Budget Analysis
Department: Public Services
Division/Program: Streets (131-7005)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
100,000 100,000
100,000 100,000
100,000 100,000 - 600,000
100,000 100,000 600,000
PIM
Fund:Surface Transportation Program Local
Department: Public Services
Division/Program: CIP Projects - Streets (140-7005)
Adopted Amended 19-20 Adopted Amended Projected Proposes
Budget Budget Actual Budget (12-31-20) Actual Budge
-r rr 000 875,000 17,600 2,479,201
EXPENDITURES
Services
Capital Assets
140.80.7005.7200 Streets
Costs
1,000,000
3,522
875,000
875,000
17,600
2,479,200
1,000,000
3,522
875,000
875,000
17,600
2,479,200
875,000 875,000 17,600 2,479,200
Salaries 8 Benefits - - - - - - -
Maintenance 8 Operations - - - - - - -
Allocated Costs - - - - - - -
Capital Outlay - 1,000,000 3,522 875,000 875,000 17,600 2,479,200
Total Expenditures - 1,000,000 3,522 875,000 875,000 17,600 2,479,200
Net Program Revenue/(Cost) - (1.000.0001 f3.5221 - - - -
273
Fund:Surface Transportation Program Local
Department: Public Services
Division/Program: CIP Projects -Traffic (140-7006)
REVENUE
EXPENDITURES •••• -•
- •-• •••• -• - •-• -• ••• -•
i
Salaries & Benefits
Subtotal -
- - - - - -
Materials & Services
Subtotal
Capital Assets
140.80.7006.7800 Street Light & Traffic Signal -
165,000 - - - - -
Subtotal -
165,000 - - - - -
Allocated Costs
Subtotal -
- - - - - -
Grand Total
165,000
SUMMARY Adopted i Adopted Amended "acted Proposed
Budget Budget Actual Budget (12-31-20� Actual Budget
Revenue - - - - - - -
Salaries & Benefits - - - - - - -
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - 165,000 - - - - -
Total Expenditures - 165,000 - - - -
Net Program Revenue/(Cost) 165,000
274
Fund: LA County Park Bond
Department: Public Services
Division/Program: Del Norte Splash Pad (143-5172)
REVENUE
143.61.4540
143.61.4647
EXPENDITURES
Salaries & Benefits
Los Angeles County Grants
Miscellaneous Reimbursement
143.61.5172.5111
Full Time Salaries
143.61.5172.5121
Holiday Opt - No PERS
143.61.5172.5124
Sick Leave Buyback
143.61.5172.5125
Vacation Buyback
143.61.5172.5XXX
Fringe Benefits
143.61.5172.5156-7
Retirement -PERS
143.61.5172.5181-2
PERS Unfunded Liability Pont
Materials & Services
143.51.5172.6270 Special Department Supplies
143,51.5172,6330 Equipment Maint & Repair
143,51.5172,6999 Non -Capital Equipment
Assets
Allocated Costs
45,074 50,000 31,227 632,000 1,212,000 62,563 585,800
- - - 154 154 - -
11,560
13,614
12,316
350
-
-
678
2,856
2,856
2,990
932
932
1,068
3,429
3,429
3,429
18,777
20,831
20,831
6,000
6,000
1,342
10,000
10,000
2,686
3,000
3,000
-
19,000
19,000
4,027
12,137 12,137 11,236 12,100
- - 58 -
- - 1,138 -
2,936 2,936 2,642 2,900
1,146 1,146 873 800
5.067 5.067 5.067 1.000
21,286 21,286 21,013 16,800
6,000
6,000
2,500
6,000
10,000
10,000
6,050
10,000
3,000
3,000
3,000
3,000
19,000
19,000
11,550
19,000
143.61.5172.8101
Admin & Overhead Charges
2,946
4,269
4,269
4,269
4,269 - -
143.61.5172.8104
Vehicle Maintenance Charges
1,439
1,439
-
2,407
2,407 - -
143.61.5172.8105
Fuel & Oil Charges
2,912
2,912
105
158
158 - -
Subtotal
7,297
8,620
4,374
6,834
6,834 - -
Grand Total
45,074
48,451
29,232
47,120
47,120 32,563 35,800
SUMMARY
••• I
Budget
Budget
'ended
Projected
Propose:
Revenue
45,074
50,000
31,227
632,154
1,212,154
62,563
585,800
Salaries & Benefits
18,777
20,831
20,831
21,286
21,286
21,013
16,800
Maintenance & Operations
19,000
19,000
4,027
19,000
19,000
11,550
19,000
Allocated Costs
7,297
8,620
4,374
6,834
6,834
-
Capital Outlay
-
-
-
-
-
-
Total Expenditures
45,074
48,451
29,232
47,120
47,120
32,563
35,800
275
Fund: LA County Park Bond
Department: Public Services
Division/Program: Parks (143-7004)
REVENUE
SUMMARY
Revenue
- -
- -
-
-
-
Salaries & Benefits
- -
- -
-
-
-
Maintenance & Operations
- -
- -
-
-
-
Allocated Costs
- -
- -
-
-
Capital Outlay
- 398,470
177,365 -
580,000
30,000
550,000
Total Expenditures
- 398,470
177,365 -
580,000
30,000
550,000
Net Program Revenue/(Cost)
398,470
177,365
580,000
30,000
550,000
01U
Fund: Senior Meals Program
Department: Public Services
Division/Program: Meal Grant (146-5186)
' Adapted Amendelmmp Adopted Amender
Rudnct Rudnet Rudnnt 11231.2f
146.00.4410 Interest Income - - 432 - - 150 100
146.61.4551 Federal Grants 174,218 174,218 315,200 174,218 620,218 620,000 174,200
146.61.4647 Miscellaneous Reimbursements - - - 3,956 3,956 - -
146.61.4691 Meals Program Donations 40,000 40,000 22,656 30,000 30,000 2,000 22,000
EXPENDITURES
Adopted
Amended
,.. -,
i
..
Salaries & Benefits
Budget
Budget
Actual
146.61.5186.5111
Full Time Salaries
60,548
60,548
56,767
63,670
63,670
58,548
63,800
146.61.5186.5112
Part Time Salaries
45,529
45,529
38,269
47,786
47,786
16,045
35,900
146.61.5186.5121
Holiday Opt - No PERS
-
-
-
-
-
309
-
146.61.5186.5124
Sick Leave Buyback
-
-
1,690
1,000
1,000
-
-
146.61.5186.5125
Vacation Buyback
-
-
411
-
-
702
-
146.61.5186.5XXX
Fringe Benefits
24,297
24,297
26,133
27,338
27,338
22,776
25,700
146,61.5186,5156-7
Retirement -PERS
4,816
4,816
4,899
5,506
5,506
4,527
3,900
146,61.5186.5180
Leave Lump Sum
-
-
-
-
-
-
-
146.61.5186.5181-2
PIERS Unfunded Liability Pmt
18,427
18,427
17,710
24,343
24,343
-
4,600
Subtotal
153,617
153,617
145,880
169,643
169,643
102,906
133,900
Materials & Services
146.61.5186.6011
Uniforms
700
700
-
700
700
700
700
146.61.5186.6120
Other Contractual Services
4,000
4,000
5,294
4,000
4,000
6,000
4,000
146.61.5186.6158
Meals
60,000
167,590
168,764
60,000
506,000
269,442
94,800
146.61.5186.6270
Other Supplies/Materials
11,680
11,680
13,621
11,680
11,680
10,795
11,700
146.61.5186.6330
Equipment Maint & Repair
2,380
2,380
2,184
2,380
2,380
3,600
2,400
146.61.5186.6424
Capitalized Lease Payments
3,600
3,600
2,342
3,600
3,600
3,600
3,600
Subtotal 82,360 189,950 192,205 82,360 528,360 294,137 117,200
Capital Assets
Allocated Costs
146,61.5186,8101 Admin & Overhead Charges - - - 44,382 44,382 44,382 44,400
Subtotal - - - 44,382 44,382 44,382 44,400
lue 214,218 214,218 338,288 208,174 654,174 622,150 196,300
as & Benefits
153,617 153,617 145,880 169,643
169,643
102,906
133,900
manta & Operations
82,360 189,950 192,205 82,360
528,360
294,137
117,200
red Costs
- - - 44,382
44,382
44,382
44,400
it Outlay
- - - -
-
-
-
Expenditures
235,977 343,567 338,085 296,385
742,385
441,425
295,500
277
Fund: Senior Meals Program
Department: Public Services
Division/Program: Buildings (146-7001)
REVENUE
19-20 19-20 20-21 20-21 20-21 21-22
Adopted Amended 19-20 Adopted Amended Projected Proposed
Budget Budget Actual Budget Actual Budget
(12-31-20)
•
1
I
I
Olf-I
Fund: Used Oil Block Grant
Department: Public Services
Division/Program: Integrated Waste Manangement (149-4180)
REVENUE
. ..
149.61.4521 State Gant 29,000 29,000 29,089 29,000 29,000 29,000 29,000
Grand Total 29,000 29,000 29,089 29,000 29,000 29,000 29,000
EXPENDITURES
Materials & Services
149.61.4180.6120 Other Contractual Services
149.61.4180.6167 Community Awareness
Assets
Nlocaled Costs
149,61.4180,8101 Admin & Overhead Charges
13,000 13,000 15,966 13,000 13,000 13,000 13,000
16,118 16,118 4,468 29,000 29,000 16,000 14,300
29,118 29,118 20,434 42,000 42,000 29,000 27,300
1,466 1,466 - 1,680 1,680 1,680 1,700
1,466 1,466 - 1,680 1,680 1,680 1,700
as & Benefits - - - - - - -
mance & Operations 29,118 29,118 20,434 42,000 42,000 29,000 27,300
ted Costs 1,466 1,466 - 1,680 1,680 1,680 1,700
it Outlay - - - - - - -
Expendilures 30,584 30,584 20,434 43,680 43,680 30,680 29,000
279
Fund: Beverage Containter Recycling Grant
Department: Public Services
Division/Program: Integrated Waste Manangement (158-4180)
REVENUE
158.61.4521 State Gant 28,000 28,000 71,482 28,000 28,000 28,000 28,000
Grand Total 28,000 28,000 71,482 28,000 28,000 28,000 28,000
EXPENDITURES
Materials & Services
158.61.4180.6167 Community Awareness
Assets
26,983
26,983
15,385
27,000
38,279
38,279
28,000
26,983
26,983
15,385
27,000
38,279
38,279
28,000
Nlocaled Costs
158,61.4180,8101 Admin & Overhead Charges 1,168 1,168 - 930 930
Subtotal 1,168 1,168 - 930 930
we 28,000 28,000 71,482 28,000 28,000 28,000 28,000
as & Benefits - - - - - - -
mance&Operations 26,983 26,983 15,385 27,000 38,279 38,279 28,000
ted Costs 1,168 1,168 - 930 930 - -
ilOutlay - - - - - - -
Expendilures 28,151 28,151 15,385 27,930 39,209 38,279 28,000
I
Fund: Capital Projects
Department: Public Services
Division/Program: Buildings (160-7001)
REVENUE
160.00,9110 Transfer In
as 8 Benefits
3nance 8 Operations
ted Costs
l Outlay
Expenditures
5,810
5,810
4,484,721
1,215,300 3,269,500
1,215,300 3,269,500
011-11
Fund: Capital Projects
Department: Public Services
Division/Program: General (160-7003)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
707,110 274,762
707,110 274,762
01M
Fund: Capital Projects
Department: Public Services
Division/Program: Parks (160-7004)
REVENUE
160.00.9110 Transfer In - - - - - 408,600
EXPENDITURES
Salaries & Benefits
i
Subtotal
- - - - - - -
Materials & Services
Subtotal
- - - - -
Capital Assets
160.80.7004.7700 CIP Parks
- - - - - - 408,600
Subtotal
- - - - - - 408,600
Allocated Costs
Subtotal
- - - - - - -
Grand Total
- 408,600
as & Benefits
rnance & Operations
ted Costs
it Outlay
Expenditures
408,600
408,600
Fund: Capital Projects
Department: Public Services
Division/Program: Streets (160-7005)
REVENUE
as & Benefits - -
3nance 8 Operations - -
ted Costs - -
ilOullay - 567,148
Expenditures - 567,148
Y$L!
Fund: Capital Projects
Department: Public Services
Division/Program: Utilities (160-7007)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
ilOullay - 45,000
Expenditures - 45,000
0.1i
Fund: Capital Projects
Department: Public Services
Division/Program: ROPS (160-7010)
SUMMARY
•... -. .-. i .... -. .-. -. ... -.
i
Revenue
- - - - - - -
Salaries & Benefits
- - - - - - -
Maintenance & Operations
- - - - - - -
Allocated Costs
- - - - - -
Capital Outlay
- 52,740 - - - - -
Total Expenditures
- 52,740 - - - - -
Net Program Revenue/(Cost)
52,740
286
Fund: Capital Projects
Department: Public Services
Division/Program: Transfers (160-9500)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
11,856 - - 179,510
11,856 - - 179,510
rzan
Fund: Construction Tax
Department: Public Services
Division/Program: City Buildings (161-4144)
REVENUE
161.00.4410 Interest Income
161.61.4170 Construction Tax
- - 2,520 - - 730 1,000
70,000 70,000 89,673 70,000 70,000 57,137 70,000
SUMMARY
•... -.
.-.
i
.... -.
.-.
i
-.
... -.
Revenue
70,000
70,000
92,193
70,000
70,000
57,867
71,000
Salaries & Benefits
-
-
-
-
-
-
-
Mainlenance & Operations
20,000
20,000
10,680
20,000
20,000
20,000
20,000
Allocated Costs
-
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
20,000
20,000
10,680
20,000
20,000
20,000
20,000
Net Program Revenue/(Cost)
50,000
50,000
81,513
50,000
50,000
37,867
51,000
i
Fund: Construction Tax
Department: Public Services
Division/Program: Buildings (161-7001)
REVENUE
as & Benefits - -
3nance 8 Operations - -
ted Costs - -
ilOullay - 3,948
Expenditures - 3,948
Y$$;
Fund: Construction Tax
Department: Public Services
Division/Program: General (161-7003)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
ilOullay - 150,000
Expenditures - 150,000
QIf,
Park Acquisition Fund
Department: Public Services
Division/Program: Parks (169-7004)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
200,000 - 200,000
200,000 - 200,000
V84*1
Park Acquisition Fund
Department: Public Services
Division/Program: Park Acquisition (169-9500)
Interest Income
Proceeds from Sale
12,000 12,000
3,900,000 -
EXPENDITURES
Salaries & Benefits
i
Subtotal
-
- - - - - -
Materials & Services
Subtotal
-
- - - - - -
Capital Assets
169.95.9500.9300 Transfer Out
921,680
921,680 - - - - -
Subtotal
921,680
921,680 - - - - -
Allocated Costs
Subtotal
-
- - - - - -
Grand Total
921,680
921,680
SUMMARY Adopted • i Adopted Amended Projected Proposed
Budget Budget Actual Budget (12-31.?& . . . . . Aiijil . . Jbilkill
Revenue - - - - - 3,912,000 12.000
Salaries & Benefits - - - - - - -
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay 921,680 921,680 - - - - -
Total Expenditures 921,680 921,680 - - - - -
Net Program Revenue/(Cost) (921,680) (921,680) - - - 3,912,000 12,000
Fund: PDF C Orangewood -CA
Department: Public Services
Division/Program: Parks (172-7004)
REVENUE
172.61.4855 Developer Contributions - - 459,900 - - 190,000 200,000
Grand Total 459,900 190,000 200,000
as & Benefits
mane & Operations
ted Costs
it Outlay
Expenditures
216,500 65 - - - 400,000
216,500 65 - - - 400,000
rkx1
Fund: PDF E - Cortez
Department: Public Services
Division/Program: Parks (174-7004)
REVENUE
174.00.4410 Interest Income - - 250 - - 120 100
174.61.4855 Developer Contributions - - - - - 21,900 21,900
SUMMARY
Revenue -
- 250 -
- 22,020 22,000
Salaries & Benefits -
- - -
- - -
Mainlenance & Operations -
- - -
- - -
Allocated Costs -
- - -
- - -
Capital Outlay -
50,000 - -
- - 61,100
Total Expenditures -
50,000 - -
- - 61,100
Net Program Revenue/(Cost)
50,000 250
22,020 39,100
Y4:P!
Fund: Park Dedication Fees "F"
Department: Public Services
Division/Program: CIP - Parks (175-7004)
Adopted Amended 19-20 Adopted Amended Projected Propose)
Budget Budget Actual Budget (12-31-20) Actual Budge
r r Interest Income 3,834 914 •01
I I
I
I I
EXPENDITURES
.,., -, - •-• I
.,., -.
- •-• -• ••• -•
I
Salaries & Benefits
Subtotal
- - -
- -
Materials & Services
Subtotal
- - -
-
- - -
Capital Assets
175.80.7004,7700 CIP Park
- 353,949 -
300,000
300,000 - -
Subtotal
- 353,949 -
300,000
300,000 - -
Allocated Costs
Subtotal
- - -
-
- - -
Grand Total
353,949
300,000
300,000
as & Benefits
mance & Operations
ted Costs
l Outlay
Expenditures
353,949
353,949
3,834
300,000 300,000
300,000 300,000
914 900
295
Fund: Maintenance District #1
Department: Public Services
Division/Program: District Maintenance (181-4145)
REVENUE
i
181.00.4410
Interest Income
13,000 13,000 30,790 16,000
16,000 10,989 11,000
181.61.4010
Property Taxes
460,000 460,000 596,783 500,000
500,000 626,622 639,100
181.61.4647
Miscellaneous Reimbursmenl
- - - 2,809
2,809 - -
EXPENDITURES
Am-, ded
Projected
Proposed
Salaries & Benefits
181.61.4145.5111
Full Time Salaries
45,298
45,298
43,904
55,996
55,996
27,200
23,500
181.61.4145.5112
Part Time Salaries
-
-
341
481
481
-
-
181.61.4145.5113
Overtime
469
469
10
-
-
5
-
181.61.4145.5XXX
Premium Pay
144
144
144
207
207
86
100
181.61.4145.5121
Holiday Opt - No PERS
-
-
114
-
-
130
181.61.4145.5124
Sick Leave Buyback
-
-
812
1,000
1,000
-
1,000
181.61.4145.5125
Vacation Buyback
-
-
1,698
1,000
1,000
523
1,000
181.61.4145.5132
Uniform Allowances
-
-
23
-
-
23
-
181.61.4145.5XXX
Fringe Benefits
14,644
14,644
15,331
16,341
16,341
9,926
8,300
181.61.4145.5156-7
Retirement -PERS
3,679
3,679
3,824
4,528
4,528
2,205
1,500
181.61.4145.5180
Leave Lump Sum
-
-
4,283
-
-
3,907
-
181.61.4145.5181-2
PERS Unfunded Liability Port
14,946
14,946
14,946
20,019
20,019
-
1,800
Subtotal
79,180
79,180
85,429
99,572
99,572
44,004
37,200
Materials & Services
181,61.4145.6110
Professional Services
-
-
-
-
-
-
5,300
181,61.4145.6130
Service Contracts
140,377
142,691
112,189
145,728
145,728
125,000
145,800
181.61.4145,6142
Electricity
6,000
6,000
3,131
6,600
6,600
5,000
5,500
181.61.4145,6143
Water
64,000
64,000
48,919
67,200
67,200
72,000
75,600
181,61.4145,6270
Other Supplies/Matenals
5,000
5,000
820
5,000
5,000
3,000
5,000
Subtotal 215,377 217,691 165,059 224,528 224,528 205,000 237,200
Cao6al Assets
Allocated Costs
181.61.4145.8101 Admin & Overhead Charges
38,383
38,383
46,224
46,224
46,224
46,224
46,200
181.61.4145.8102 Property& Liability Charges
3,586
3,586
5,309
10,742
10,742
10,742
10,800
Subtotal
41,969
41,969
51,533
56,966
56,966
56,966
57,000
Revenue 473,000 473,000 627,573 518,809 518,809 637,611 650,100
Salaries & Benefits
79,180
79,180
85,429
99,572
99,572
44,004
37,200
Maintenance & Operations
215,377
217,691
165,059
224,528
224,528
205,000
237,200
Allocated Costs
41,969
41,969
51,533
56,966
56,966
56,966
57,000
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
336,526
338,940
302,021
381,066
381,066
305,970
331,400
I
Fund: Maintenance District #1
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (181-4189)
REVENUE
Grand Total
as & Benefits - - - - - - -
mance & Operations 10,000 10,000 10,000 10,000 10,000 10,000 10,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 10,000 10,000 10,000 10,000 10,000 10,000 10,000
QYJ
Fund: Maintenance District #1
Department: Public Services
Division/Program: CIP -Parks (181-7004)
SUMMARY
Revenue
- - - - - - -
Salaries & Benefits
- - - - - - -
Maintenance & Operations
- - - - - - -
Allocated Costs
- - - - - -
Capital Outlay
- 150,240 - - - - -
Total Expenditures
- 150,240 - - - - -
Net Program Revenue/(Cost)
150,240 - -
YPE'.
Fund: Maintenance District #2
Department: Public Services
Division/Program: District Maintenance (182-4145)
REVENUE dRdim'i I -
i
182.00.4410 Interest Income 5,000 5,000 7,732 5,000 5,000 2,000 3,000
182.61.4010 Property Taxes 144,000 144,000 200,459 144,000 144,000 252,000 252,000
182.61.4647 Miscellaneous Reimbursement - - - 1,981 1,981 - -
EXPENDITURES
,,,,
-
%
Salaries & Benefits
182,61.4145,5111
Full Time Salaries
31,419
31,419
28,511
41,036
41,036
19,464
41,100
182,61.4145,5112
Part Time Salaries
-
-
341
481
481
-
-
182.61.4145.5113
Overtime
469
469
3
-
-
5
-
182.61.4145.5YM
Premium Pay
108
108
108
108
108
52
100
182.61.4145,5121
Holiday Opt - No PERS
-
-
54
-
-
87
100
182.61.4145,5124
Sick Leave Buyback
-
-
475
-
-
-
-
182.61.4145.5125
Vacation Buyback
-
-
1,284
1,000
1,000
263
1,000
182.61.4145,5132
Uniform Allowances
-
-
8
-
-
8
-
182.61.4145.5X,V
Fringe Benefits
9,458
9,458
9,573
10,478
10,478
7,439
10,500
182,61.4145,5156-7
Retirement -PERS
2,555
2,555
2,489
3,205
3,205
1,503
3,200
182,61.4145,5180
Leave Lump Sum
-
-
4,283
-
-
1,348
-
182.61.4145.5181-2
PERS Unfunded Liability Pmt
10,810
10,810
10,810
14,170
14,170
14,170
1,100
182,61.4145,5999
Salary Savings
-
-
-
-
-
-
-
Subtotal
54,819
54,819
57,940
70,478
70,478
44,339
57,100
Materials & Services
182.61.4145.6110
Professional Services
-
-
-
-
-
-
5,300
182.61.4145.6130
Service Contracts
63,311
63,011
28,089
68,051
68,051
68,000
68,100
182.61.4145.6142
Electricity
620
620
249
682
682
500
600
182.61.4145.6143
Water
8,000
8,000
8,799
8,400
8,400
21,658
21,700
Subtotal
71,931
71,631
37,137
77,133
77,133
90,158
95,700
Capkal Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
182,61.4145,8101
Admin & Overhead Charges
8,455
8,455
19,351
19,351
19,351
19,351
19,400
182,61.4145,8102
Property& Liability Charges
8,196
8,196
12,134
5,196
5,196
5,196
5,200
Subtotal
16,651
16,651
31,485
24,547
24,547
24,547
24,600
Grand Total
143,401
143,101
126,562
172,158
172,158
159,044
177,400
we 149,000 149,000 208,191 150,981 150,981 254,000 255,000
as & Benefits
54,819
54,819
57,940
70,478
70,478
44,339
57,100
manta& Operations
71,931
71,631
37,137
77,133
77,133
90,158
95,700
ted Costs
16,651
16,651
31,485
24,547
24,547
24,547
24,600
it Outlay
-
-
-
-
-
-
-
Expendilures
143,401
143,101
126,562
172,158
172,158
159,044
177,400
I
Fund: Maintenance District #2
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (182-4189)
REVENUE
Grand Total
as & Benefits - - - - - - -
mance & Operations 5,000 5,000 2,000 5,000 5,000 5,000 5,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 5,000 5,000 2,000 5,000 5,000 5,000 5,000
KIQf
Fund: Maintenance District #2
Department: Public Services
Division/Program: CIP - Parks (182-7004)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
ilOullay - 156,780
Expenditures - 156,780
KIIM
Fund: Maintenance District #2
Department: Public Services
Division/Program: Transfers (182-9500)
REVENUE
as & Benefits - - -
3nance & Operations 9,000 9,000 9,000
ted Costs - - -
ilOullay - - -
Expendilures 9,000 9,000 9,000
9,000 9,000 9,000 9,000
9,000 9,000 9,000 9,000
MIA
Fund: West Covina Coastal Sage Scrub Community Facilities District
Department: Public Services
Division/Program: District Maintenance (183-4145)
REVENUE
i
183.00.4190
Other Taxes
110,000 110,000 107,650 110,000
110,000 107,690 110,000
183.00.4410
Interest Income
1,600 1,600 4,346 2,000
2,000 1,100 1,100
183.00.4647
Miscellaneous Reimbursement
- - - 731
731 - -
EXPENDITURES
,
Salaries & Benefits
183.61.4145.5111
Full Time Salaries
9,290
9,290
4,657
13,287
13,287
-
-
183.61.4145.5124
Sick Leave Buyback
-
-
295
-
-
-
-
183.61.4145.5125
Vacation Buyback
-
-
591
-
-
-
-
183.61.4145.5XXX
Fringe Benefits
2,874
2,874
1,602
3,455
3,455
-
-
183.61.4145.5156-7
Retirement -PERS
751
751
408
1,164
1,164
-
-
183.61.4145.5180
Leave Lump Sum
-
-
3,698
-
-
-
-
183.61.4145.5181-2
PERS Unfunded Liability Pont
4,498
4,498
4,498
5,146
5,146
-
-
Subtotal
17,413
17,413
15,749
23,052
23,052
-
-
Materials & Services
183,61.4145.6130
Service Contracts
35,950
35,750
35,800
36,055
36,055
36,055
36,100
183,61.4145.6142
Electricity
1,000
1,000
506
1,100
1,100
800
900
183,61.4145,6143
Water
13,000
13,000
13,229
13,650
13,650
-
13,700
Subtotal
49,950
49,750
49,536
50,805
50,805
36,855
50,700
CapitalAssets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
183.61 A145.8101
Admin & Overhead Charges
7,006
7,006
8,542
8,542
8,542
8,542
8,600
183.61.4145.8102
Property& Liability Charges
1,849
1,849
2,737
2,632
2,632
2,632
2,600
Subtotal
8,855
8,855
11,279
11,174
11,174
11,174
11,200
Grand Total
76,218
76,018
76,564
85,031
85,031
48,029
61,900
me 111,600 111,600 111,995 112,731 112,731 108,790 111,100
:s & Benefits
17,413
17,413
15,749
23,052
23,052
-
-
anance & Operations
49,950
49,750
49,536
50,805
50,805
36,855
50,700
ted Costs
8,855
8,855
11,279
11,174
11,174
11,174
11,200
it Outlay
-
-
-
-
-
-
-
Expendilures
76,218
76,018
76,564
85,031
85,031
48,029
61,900
303
Fund: West Covina Coastal Sage Scrub Community Facilities District
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (183-4189)
REVENUE
Grand Total
as & Benefits - - - - - - -
3nance 8 Operations 8,000 8,000 8,000 8,000 8,000 8,000 8,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 8,000 8,000 8,000 8,000 8,000 8,000 8,000
I<IIP!
Fund: West Covina Coastal Sage Scrub Community Facilities District
Department: Public Services
Division/Program: Parks (183-7004)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
ilOullay - 100,000
Expenditures - 100,000
KI&
Fund: Maintenance District #4
Department: Public Services
Division/Program: District Maintenance (184-4145)
REVENUE
184.00.4410 Interest Income 10,000 10,000 28,817 15,000 15,000 5,882 6,500
184.61.4623 Maintenance District Assessment 1,037,950 1,037,950 1,026,385 1,037,950 1,037,950 1,193,692 1,193,700
184.61.4647 Miscellaneous Reimbursement - - - 4,110 4,110 - -
EXPENDITURES
.,.. ..
.:
.... ..
Salaries & Benefits
i
184.61.4145.5111
Full Time Salaries
67,432
67,432
65,939
78,639
78,639
37,482
78,600
184.61.4145.5112
Part Time Salaries
-
-
358
481
481
-
Soo
184.61.4145.5113
Overtime
1,320
1,320
14
1,320
1,320
15
1,300
184.61.4145.5XXX
Premium Pay
155
155
363
310
310
97
300
184.64.4145.5121
Holiday Opt - No PERS
-
-
174
-
-
197
200
184.61.4145.5124
Sick Leave Buyback
-
-
1,131
1,000
1,000
-
1,000
184.61.4145.5125
Vacation Buyback
-
-
2,088
1,000
1,000
602
1,000
184.61.4145.5132
Uniform Allowances
-
-
30
-
-
30
-
184.61.4145.5XXX
Fringe Benefits
22,110
22,110
23,160
24,207
24,207
13,670
24,200
184.61.4145.5156-7
Retirement -PERS
5,482
5,482
5,756
6,528
6,528
2,977
6,500
184.61.4145.5180
Leave Lump Sum
-
-
5,776
-
-
5,255
-
184.61.4145.5181-2
PERS Unfunded Liability Pont
21,572
21,572
21,572
28,862
28,862
28,862
3,100
184.61.4145.5999
Salary Savings
-
-
-
-
-
-
-
Subtotal
118,071
118,071
126,360
142,347
142,347
89,186
116,700
Materials & Services
184.61.4145.6110
Professional Services
-
5,158
3,162
-
-
-
-
184.61.4145.6120
Other Contractual Services
20,000
20,000
10,066
20,000
20,000
20,000
20,000
184,61.4145,6130
Service Contracts
277,105
276,076
247,619
286,926
286,926
260,931
286,900
184,61.4145,6142
Electricity
25,000
25,000
16,500
27,500
27,500
23,059
25,400
184,61.4145,6143
Water
320,000
320,000
341,364
336,000
336,000
512,223
512,000
184,61.4145,6210
Office Supplies
200
200
17
200
200
100
200
184,61.4145,6270
Other Supplies/Materials
10,000
10,000
1,158
10,000
10,000
10,000
10,000
Subtotal
652,305
656,434
619,886
680,626
680,626
826,313
854,500
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
184.61.4145.8101
Admin 8 Overhead Charges
73,800
73,800
168,670
168,670
168,670
168,670
168,700
184.61.4145.8102
Property B Liability Charges
11,289
11,289
16,713
28,873
28,873
28,873
28,900
Subtotal
85,089
85,089
185,383
197,543
197,543
197,543
197,600
Grand Total
855,465
859,594
931,628
1,020,516
1,020,516
1,113,042
1,168,800
s &Benefits
118,071
118,071
126,360
142,347
142,347
89,186
116,700
anance 8 Operations
652,305
656,434
619,886
680,626
680,626
826,313
854,500
ted Costs
85,089
85,089
185,383
197,543
197,543
197,543
197,600
iI Outlay
-
-
-
-
-
-
-
Eapendilures
855,465
859,594
931,628
1,020,516
1,020,516
1,113,042
1,168,800
i
Fund: Maintenance District #4
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (184-4189)
REVENUE
Grand Total
as & Benefits - - - - - - -
3nance&Operations 75,000 75,000 75,000 75,000 75,000 75,000 75,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 75,000 75,000 75,000 75,000 75,000 75,000 75,000
!rurj
Fund: Maintenance District #4
Department: Public Services
Division/Program: Parks (184-7004)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
682,712 219,652
682,712 219,652
f4111R
Fund: Maintenance District #4
Department: Public Services
Division/Program: Transfers (184-9500)
REVENUE
184.00.9182 Transfer In 9,000 9,000 9,000 9,000 9,000 9,000 9,000
EXPENDITURES
& Services
Assets
Costs
as & Benefits
3nance & Operations
ted Costs
it Outlay
Expenditures
ltll$;
Fund: Maintenance District #6
Department: Public Services
Division/Program: District Maintenance (166-4145)
REVENUE
I...-.
i
186.00.4410
Interest Income
Soo Soo 3,035 1,500
1,500 646 1,000
186.61.4623
Maintenance District Assessment
154,700 154,700 153,539 154,700
154,700 183,494 183,500
186.61.4647
Miscellaneous Reimbursements
- - - 1,129
1.129 - -
EXPENDITURES
,
Salaries & Benefits
186.61.4145.5111
Full Time Salaries
16,533
16,533
22,458
19,945
19,945
9,628
19,900
186.61.4145.5112
Part Time Salaries
-
-
340
481
481
-
Soo
186.61.4145.5113
Overtime
43
43
3
-
-
1
-
186.61.4145.5XXX
Premium Pay
96
96
96
96
96
40
100
186.61.4145.5121
Holiday Opt - No PERS
-
-
39
-
-
64
-
186.61.4145.5124
Sick Leave Buyback
-
-
215
-
-
-
-
186.61.4145.5125
Vacation Buyback
-
-
509
-
-
214
Soo
186.61.4145.5132
Uniform Allowances
-
-
8
-
-
8
-
186.61.4145.5XXX
Fringe Benefits
5,806
5,806
8,417
7,574
7,574
3,650
7,600
186.61.4145.5156-7
Retirement -PERS
1,344
1,344
1,959
1,787
1,787
780
1,800
186.61.4145.5180
Leave Lump Sum
-
-
912
-
-
921
-
186.61.4145.5181-2
PERS Unfunded Liability Pmt
6,356
6,356
6,356
7,901
7,901
7,901
700
Subtotal
30,178
30,178
41,312
37,784
37,784
23,207
31,100
Materials & Services
186,61.4145.6110
Professional Services
-
2,320
1,160
-
-
-
3,600
186,61.4145.6130
Service Contracts
65,401
65,401
45,345
75,036
75,036
75,000
75,000
186.61.4145.6142
Electricity
3,000
3,000
1,213
3,300
3,300
2,200
3,300
186.61.4145.6143
Water
20,000
20,000
24,955
21,000
21,000
26,000
26,000
Subtotal
88,401
90,721
72,673
99,336
99,336
103,200
107,900
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
186.61.4145.8101
Admin & Overhead Charges
13,888
13,888
27,999
27,999
27,999
27,999
28,000
186.61.4145.8102
Property& Liability Charges
5,202
5,202
7,701
4,570
4,570
4,570
4,600
Subtotal
19,090
19,090
35,700
32,569
32,569
32,569
32,600
Grand Total
137,669
139,989
149,685
169,689
169,689
158,976
171,600
Salaries & Benefits
30,178
30,178
41,312
37,784
37,784
23,207
31,100
Maintenance & Operations
88,401
90,721
72,673
99,336
99,336
103,200
107,900
Allocated Costs
19,090
19,090
35,700
32,569
32,569
32,569
32,600
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
137,669
139,989
149,685
169,689
169,689
158,976
171,600
ue. o.......... oe..e....vur..�e
.. �..
.�...
eve,.
.... I.-
,..-,..
..�.�.
... ,.,.,.
310
Fund: Maintenance District #6
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (186-4189)
REVENUE
Grand Total
as & Benefits - - - - - - -
mance & Operations 5,000 5,000 5,000 5,000 5,000 5,000 5,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 5,000 5,000 5,000 5,000 5,000 5,000 5,000
311
Fund: Maintenance District #6
Department: Public Services
Division/Program: Parks (186-7004)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
50,000 10,000
50,000 10,000
016
Fund: Maintenance District #7
Department: Public Services
Division/Program: District Maintenance (187-4145)
REVENUE
187.00.4410 Interest Income 2,000 2,000 3,825 1,800 11800 914 1,200
187.61.4623 Maintenance District Assessment 170,821 170,821 173,266 170,820 170,820 204,868 204,900
187.61.4647 Miscellaneous Reimbursements - - - 1,129 1,129 - -
EXPENDITURES
...
-
- ..
-
... -
Salaries & Benefits
'
187,61.4145,5111
Full Time Salaries
16,492
16,492
25,088
19,945
19,945
10,517
19,900
187,61.4145,5112
Part Time Salaries
-
-
342
481
481
-
500
187,61.4145,5113
Overtime
43
43
3
-
-
-
-
187.61.4145.5XXX
Premium Pay
96
96
96
96
96
40
100
187,61.4145,5121
Holiday Opt - No PERS
-
-
39
-
-
64
-
187.61.4145.5124
Sick Leave Buyback
-
-
215
-
-
-
-
187.61.4145.5125
Vacation Buyback
-
-
509
-
-
214
-
187.61.4145.5132
Un0orm Allowances
-
-
8
-
-
8
-
187.61.4145.5XXX
Fringe Benefits
5,&07
5,807
9,452
6,501
6,501
3,718
6,500
187,61.4145,5156-7
Retirement -PERS
1,344
1,344
2,188
1,787
1,787
855
1,800
187,61.4145,5180
Leave Lump Sum
-
-
912
-
-
921
-
187.61.4145.5181-2
PERS Unfunded Liability Pint
6,356
6,356
6,356
7,901
7,901
7,901
700
Subtotal
30,138
30,138
45,208
36,711
36,711
24,239
29,500
Materials & Services
187.61.4145.6110
Professional Services
-
2,345
1,173
-
-
-
3,600
187.61.4145.6130
Service Contracts
55,966
55,966
40,426
65,436
65,436
65,436
65,400
187.61.4145.6142
Electricity
4,200
4,200
1,904
4,620
4,620
3,200
4,600
187.61.4145.6143
Water
30,000
30,000
17,176
31,500
31,500
22,152
31,500
Subtotal
90,166
92,511
60,678
101,556
101,556
90,788
105,100
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
187,61.4145,8101
Admin & Overhead Charges
13,703
13,703
27,334
27,334
27,334
27,334
27,300
187,61.4145,8102
Property, & Liability Charges
3,572
3,572
5,288
4,606
4,606
4,606
4,600
Subtotal
17,275
17,275
32,622
31,940
31,940
31,940
31,900
Grand Total
137,579
139,924
138,509
170,207
170,207
146,967
166,500
as&Benefits
30,138
30,138
45,208
36,711
36,711
24,239
29,500
manta & Operations
90,166
92,511
60,678
101,556
101,556
90,788
105,100
ted Costs
17,275
17,275
32,622
31,940
31,940
31,940
31,900
it Outlay
-
-
-
-
-
-
-
Expendilures
137,579
139,924
138,508
170,207
170,207
146,967
166,500
313
Fund: Maintenance District #7
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (187-4189)
REVENUE
Grand Total
as & Benefits - - - - - - -
mance & Operations 5,000 5,000 5,000 5,000 5,000 5,000 5,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 5,000 5,000 5,000 5,000 5,000 5,000 5,000
314
Fund: Maintenance District #7
Department: Public Services
Division/Program: CIP - Parks (187-7004)
REVENUE
as & Benefits - -
3nance & Operations - -
ted Costs - -
ilOullay - 40,000
Expenditures - 40,000
R7ili
Fund: Citywide Maintenance District
Department: Public Services
Division/Program: Landscape Maintenance(188-4141)
REVENUE
EXPENDITURES
Salaries & Benefits
188.61.4141.5111
Full Time Salaries
188,61.4141,5113
Overtime
188.61.4141.5XXX
Premium Pay
188,61.4141,5121
Holiday Opt - No PERS
188,61.4141,5124
Sick Leave Buyback
188,61.4141,5125
Vacation Buyback
188,61.4141,5132
Uniform Allowances
188.61.4141.5YJV
Fringe Benefits
188,61.4141,5156-7
Retirement -PERS
188,61.4141,5180
Leave Lump Sum
188,61.4141,5181-2
PERS Unfunded Liability Pint
Materials & Services
188.61.4141.6011
Uniforms
188.61.4141.6030
Memberships
188.61.4141.6130
Service Contracts
188.61.4141.6147
Cellular Phones
188.61.4141.6210
Office Supplies
188.61.4141.6270
Special Department Supplies
Capital Assets
188.61.4141.7200
Allocated Costs
188.61.4141.8102 Property& Liability Charges
as & Benefits
manta & Operations
ted Costs
it Outlay
Expenditures
32,017
32,017
32,296
32,804
32,804
22421
32,800
257
257
20
-
-
-
-
191
191
192
191
191
89
200
-
-
180
-
-
70
-
-
-
636
-
-
580
-
-
244
200
-
-
45
-
-
45
100
12,273
12,273
13,311
12,897
12,897
8,867
12,900
2,604
2,604
2,821
2,947
2,947
1,808
2,900
-
-
-
-
-
1,706
-
9,576
9,576
9,576
13,029
13,029
13,029
1,600
56,919
56,919
59,658
61,868
61,868
48,279
50,700
380
380
-
380
380
-
400
220
220
-
220
220
-
200
357,210
356,810
289,411
499,144
799,144
239,270
499,100
2,100
2,100
909
2,100
2,100
1,200
1,200
200
200
71
200
200
100
200
22,000
22,000
820
22,000
22,000
10,000
22,000
382,110 381,710 291,211 524,044 824,044 250,570 523,100
- - - 500,000 - - -
500,000 - - -
5,879 5,879 8,704 19,908 19,908 19,908 19,900
5,879 5,879 8,704 19,908 19,908 19,908 19,900
56,919
56,919
59,658
61,868
61,868
48,279
50,700
382,110
381,710
291,211
524,044
824,044
250,570
523,100
5,879
5,879
8,704
19,908
19,908
19,908
19,900
-
-
-
500,000
-
-
-
444,908
444,508
359,572
1,105,820
905,820
318,757
593,700
316
Fund: Citywide Maintenance District
Department: Public Services
Division/Program: Street Lighting (188-4152)
REVENUE
EXPENDITURES
188,61.4152,5111
Full Time Salaries
18,057
18,057
10,623
21,426
21426
13,563
21,400
188,61.4152,5113
Overtime
1,149
1,149
459
-
-
14
500
188,61.4152,5121
Holiday Opt - No PERS
-
-
44
-
-
44
-
188.61.4152.5124
Sick Leave Buyback
-
-
250
-
-
-
-
188.61.4152.5125
Vacation Buyback
-
-
177
-
-
-
-
188.61.4152.5YM
Fringe Benefits
6,147
6,147
3,994
6,407
6,407
4,288
6,400
188,61.4152,5156-7
Retirement -PERS
1,476
1,476
940
1,601
1,601
1,046
1,600
188.61.4152,5180
Leave Lump Sum
-
-
2,156
-
-
-
-
188.61.4152.5181-2
PIERS Unfunded Liability Pmt
5,428
5,428
5,428
7,078
7,078
7,078
7,100
Subtotal
32,258
32,258
24,072
36,512
36,512
26,033
37,000
Materials & Services
188.61.4152.6011
Un0orms
1,984
1,984
1,813
1,984
1,984
1,100
2,000
188.61.4152.6142
Electricity
1,000,000
1,000,000
1,021,732
1,100,000
1,100,000
1,100,000
1,100,000
188.61.4152.6270
Other Supplies I Materials
1,580
1,580
375
1,580
1,580
1,580
1,600
Subtotal 1,003,564 1,003,564 1,023,920 1,103,564 1,103,564 1,102,680 1,103,600
Capital Assets
Allocated Coats
188,61.4152,8101
Adm. & Overhead Charges
-
-
-
73,806
73,806
73,806
73,800
188,61.4152,8102
Property & Liability Charges
16,491
16,491
24,414
36,658
36,658
36,658
36,700
188,61.4152,8104
Vehicle Maintenance Charges
3,504
3,504
12,086
5,862
5,862
909
5,900
188,61.4152,8105
Fuel & Oil Charges
4,975
4,975
4,773
5,202
5,202
8,687
5,200
Subtotal 24,970 24,970 41,272 121,528 121,528 120,060 121,600
as & Benefits
32,258
32,258
24,072
36,512
36,512
26,033
37,000
manta & Operations
1,003,564
1,003,564
1,023,920
1,103,564
1,103,564
1,102,680
1,103,600
ted Costs
24,970
24,970
41,272
121,528
121,528
120,060
121,600
it Outlay
-
-
-
-
-
-
-
Expenditures
1,060,792
1,060,792
1,089,264
1,261,604
1,261,604
1,248,773
1,262,200
317
Fund: Citywide Maintenance District
Department: Public Services
Division/Program: Park (188-7004)
REVENUE
EXPENDITURES
Adopted Amended Adopted Amended Projected Proposed
Salaries 8 Benefits
Budget Budget Actual Budget (12-31-20) Actual Budget
Subtotal
- - - - - - -
Materials 8 Services
Subtotal
- - -
Capital Assets
188.80.7004.7700 CIP Park
- 800,000 - - - - -
Subtotal
- 800,000 - - - - -
Allocated Costs
Subtotal
- - - - - - -
Grand Total
800,000
as 8 Benefits - -
rnance 8 Operations - -
ted Costs - -
ilOullay - 800,000
Expenditures - 800,000
KLC1
Fund: Citywide Maintenance District
Department: Public Services
Division/Program: Streets (188-7005)
REVENUE
EXPENDITURES
Adopted Amended Adopted Amended Projected
Proposed
Salaries 8 Benefits
Budget Budget Actual Budget (12-31-20) Actual
Budget
Subtotal
- - - - - -
-
Materials 8 Services
Subtotal
- -
-
Capital Assets
188.80.7005.7200 Street
- - - - 500,000 -
500,000
Subtotal
- - - - 500,000 -
500,000
Allocated Costs
Subtotal
- - - - - -
-
Grand Total
500,000
500,000
as 8 Benefits
tnance 8 Operations
ted Costs
l Outlay
Expenditures
500,000 - 500,000
500,000 - 500,000
sli ,
Fund: Sewer Maintenance
Department: Public Services
Division/Program: Sewer Maintenance (189-4160)
REVENUE
EXPENDITURES
189,61.4160,5111
Full Time Salaries
217,744
217,744
300,809
392,320
392,320
323,799
392,300
189,61.4160,5113
Overtime
19,326
19,326
19,518
-
-
16,047
16,000
189.61.4160.5XXX
Premium Pay
550
550
552
1,681
298
303
1,700
189,61.4160,5121
Holiday Opt - No PERS
1,000
1,000
149
1,000
1,000
1,341
1,000
189,61.4160,5124
Sick Leave Buyback
3,000
3,000
4,690
2,000
2,000
-
2,000
189,61.4160,5125
Vacation Buyback
-
-
5,983
-
-
8,277
8,300
189,61.4160,5132
Uniform Allowances
-
-
23
-
-
23
-
189.61.4160.5YM
Fringe Benefits
93,869
93,869
110,058
183,363
184,746
104,822
183,400
189,61.4160,5156-7
Retirement -PERS
17,934
17,934
26,337
35,831
35,831
25,413
35,800
189,61.4160,5180
Leave Lump Sum
-
-
3,701
-
-
13,651
-
189.61.4160.5181-2
PERS Unfunded Liability Pmt
103,718
103,718
103,718
144,166
144,166
144,166
19,200
Subtotal
457,141
457,141
575,538
760,361
760,361
637,841
659,700
Materials & Services
189.61.4160.6011
Uniforms
9,047
9,047
3,034
9,047
9,047
2,000
9,000
189.61.4160.6030
Memberships
250
250
-
250
250
250
300
189.61.4160.6050
Conferences & Meetings
4,000
4,000
-
4,000
4,000
2,000
4,000
189.61.4160.6120
Other Contractual Services
106,541
106,541
84,570
111,661
111,661
90,000
111,700
189.61.4160.6142
Electricity
10,000
10,000
6,638
11,000
11,000
9,000
9,900
189.61.4160.6147
Cellular Phones
4,650
4,650
2,959
4,500
4,500
3,000
4,500
189.61.4160.6270
Special Department Supplies
9,420
9,420
12,125
13,000
13,000
10,000
10,000
189.61.4160.6330
Equipment Maint & Repair
17,900
17,900
22,526
20,880
20,880
20,880
20,900
189.61.4160.6424
Capitalized Lease Payments
872
872
909
872
872
872
900
Subtotal
162,680
162,680
132,762
175,210
175,210
138,002
171,200
Capital Assets
189.61.4160.7160
Other Equipment
-
734,315
734,315
-
-
-
-
189.61.4160.7180
Other Mobile Equipment
-
114,784
114,784
-
-
-
-
Subtotal
-
949,099
949,099
-
-
-
-
Allocated Costs
189,61.4160,8101
Adm. & Overhead Charges
-
-
-
115,489
115,489
115,489
115,500
189,61.4160,8102
Property& Liability Charges
146,098
146,098
216,288
31,840
31,840
31,840
31,900
189,61.4160,8104
Vehicle Maintenance Charges
24,700
24,700
38,298
41,322
41,322
41,322
41,300
189,61.4160,8105
Fuel & Oil Charges
15,617
15,617
15,189
13,230
13,230
13,230
13,200
Subtotal
186,415
186,415
269,776
201,881
201,881
201,881
201,900
Grand Total
806,236
1,655,335
1,827,175
1,137,452
1,137,452
977,724
1,032,806
SUMMARY
Adopted
Budget
Amended
Budget
i
Actual
Adopted
Budget
Amended
Projected
Actual
Proposei
Budg-
Revenue
-
-
-
-
(112-311-20�
-
-
-
Salaries&Benefits
457,141
457,141
575,538
760,361
760,361
637,841
659,700
Maintenance & Operations
162,680
162,680
132,762
175,210
175,210
138,002
171,200
Allocated Costs
186,415
186,415
269,776
201,881
201,881
201,881
201,900
Capital Outlay
-
949,099
949,099
-
-
-
-
Total Expenditures
806,236
1,655,335
1,827,175
1,137,452
1,137,452
977,724
1,032,800
320
Fund: Sewer Maintenance
Department: Public Services
Division/Program: National Pollutant Discharge Elimination System (NPDES) (189-4189)
REVENUE
Grand Total
as & Benefits
3nance & Operations
ted Costs
it Outlay
Expenditures
57,982 32,312
57,982 32,312
321
Fund: Sewer Maintenance
Department: Public Services
Division/Program: Streets (189-7005)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
50,000
50,000
0146
Fund: Sewer Maintenance
Department: Public Services
Division/Program: Utilities (189-7007)
REVENUE
as & Benefits
anance & Operations
ted Costs
l Outlay
Expenditures
3,135,813
3,135,813
1,597
268,095 2,442,600 2,392,600 2,223,200 2,392,600
269,692 2,442,600 2,392,600 2,223,200 2,392,600
323
Fund: Sewer Maintenance
Department: Public Services
Division/Program: Transfer Out (189-9500)
SUMMARY .-. i .-. ... -.
i
Revenue - - - - - - -
Salaries & Benefits - - - - - - -
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - 100,000
Total Expenditures - - - - - - 100,000
Net Program Revenue/)Cost) 100,000
324
Fund: Measure R
Department: Public Services
Division/Program: Street Sweeping (224-4153)
REVENUE
as & Benefits - - -
;nance & Operations 547,822 559,616 557,616
ted Costs - - -
ilOullay - - -
Expenditures 547,822 559,616 557,616
583,190 583,190 580,000 583,200
583,190 583,190 580,000 583,200
001i
Fund: Measure R
Department: Public Services
Division/Program: Program Administration (224-5120)
REVENUE
224.00.4410
Interest Income
- - 35,238
15,000
15,000
9,148
10,000
224.61.4110
Sales Tax
1,365,348 1,365,348 1,306,443
1,417,800
1,417,800
1,331,993
1,331,700
224.61A647
Miscellaneous Reimbursements
- - -
572
572
-
-
r_.�..e r..rsi
vus vno 4 caa enn IAI an4
4 eaa 111
4 naa 171
4 ve4 Ie4
cn� Inn
EXPENDITURES
Salaries & Benefits
224.61.5120,5111
Full Time Salaries
224,61.5120,5121
Holiday Opt - No PERS
224,61.5120,5124
Sick Leave Buyback
224,61.5120,5125
Vacation Buyback
224.61.5120.5XXX
Fringe Benefits
224,61.5120,5156-7
Retirement -PERS
224,61.5120,5180
Leave Lump Sum
224,61.5120,5181-2
PERS Unfunded Liability Pmt
48,152
48,152
51,121
45,097
45,097
47,237
45,100
-
167
-
669
-
-
99
-
-
1,359
-
9,065
9,065
9,267
8,265
8,266
7,447
8,000
3,882
3,882
4,422
3,944
3,944
3,560
3,900
-
-
4,594
-
-
-
-
14,274
14,274
14,274
17,439
17,439
17,439
4,600
75,373
75,373
83,777
74,746
74,746
77,878
61,600
its & Services
.5120.6170
Advertising & Publications
2,500
2,500
- 2,500
2,500
500
2,500
.5120.6210
Office Supplies
2,000
2,000
- 2,000
2,000
1,000
2,000
.5120.6999
Non -Capital Equipment
500
500
- 500
500
250
500
a1
5,000
5,000
- 5,000
5,000
1,750
5,000
I Assets
at
led Costs
.5120.8101
Admin & Overhead Charges
31,116
31,116
34,210 34,210
34,210
34,210
34,200
.5120.8102
Property& Liability Charges
3,458
3,458
5,119 29,756
29,756
29,756
29,800
a1
34,574
34,574
39,329 63,966
63,966
63,966
64,000
Salaries & Benefits
75,373
75,373
83,777
74,746
74,746
77,878
61,600
Maintenance & Operations
5,000
5,000
-
5,000
5,000
1,750
5,000
Allocated Costs
34,574
34,574
39,329
63,966
63,966
63,966
64,000
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
114,947
114,947
123,106
143,712
143,712
143,594
130,600
Net Prouram Revenue/ICos0
1J5n A01
1J5n A01
I71Q.574
17QQ Ban
1JQQ Ban
1197547 1211inn
326
Fund: Measure R
Department: Public Services
Division/Program: Corridor Shuttle (Fixed Route) (224-5142)
REVENUE
Grand Total
as & Benefits - - - - - - -
3nance 8 Operations 158,300 158,300 145,052 162,500 162,500 162,000 168,000
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 158,300 158,300 145,052 162,500 162,500 162,000 168,000
01%
Fund: Measure R
Department: Public Services
Division/Program: Dial -A -Ride (224-5143)
REVENUE
as & Benefits - -
3nance 8 Operations 50,000 38,206
ted Costs - -
ilOullay - -
Expendilures 50,000 38,206
100,000 100,000 20,000 100,000
100,000 100,000 20,000 100,000
011.1
Fund: Measure R
Department: Public Services
Division/Program: Streets (224-7005)
EXPENDITURES
Salaries & Benefits
i
Subtotal
-
-
-
-
-
-
-
Materials & Services
Subtotal
-
-
-
-
Capital Assets
224.80.7005.7200 Streets
1,000,000
1,716,704
2,463
991,232
991,232
3,200
891,200
Subtotal
1,000,000
1,716,704
2,463
991,232
991,232
3,200
891,200
Allocated Costs
Subtotal
-
-
-
-
-
-
-
Grand Total
1,000,000
1,716,704
2,463
991,232
991,232
3,200
891,200
as & Benefits
tnance & Operations
ted Costs
it Outlay
Expenditures
1,000,000 1,716,704 2,463 991,232 991,232 3,200 891,200
1,000,000 1,716,704 2,463 991,232 991,232 3,200 891,200
329
Fund: Measure R
Department: Public Services
Division/Program: Traffic (224-7006)
EXPENDITURES
Salaries & Benefits
224,80.7006,5111 Full Time Salaries - - 542
224.80.7006.5XXX Fringe Benefits - - 83
224.80.7006.5156-57 Retirement -PERS - - 47
Subtotal - - 672
Materials & Services
Assets
r006.7800 Street Light & Traffic Signal 580,000 825,962 110,950 450,000 450,000 - 250,000
it 580,000 825,962 110,950 450,000 450,000 - 250,000
x] Costs
as & Benefits
mane & Operations
ted Costs
it Outlay
Expenditures
200,000 200,000
672
580,000 825,962 110,950 450,000 450,000
580,000 825,962 111,622 450,000 450,000
250,000
250,000
330
Fund: CDBG - R
Department: Public Services
Division/Program: Community Subrecipients(225-5121)
REVENUE
225.614551 Federal Grants - 473,804
EXPENDITURES
Salaries & Benefits
11s & Services
.5121,6120 Other Contractual Services - 126,304 11,660
.5121,6460 Subrecipients - 347,500 187,500
a1 - 473,804 199,160
1 Assets
Costs
187,500
114,694
30,000
96,300
535,000
287,000
60,000
649,694
317,000
156,300
Salaries & Benefits - - - - - - -
Mainlenance & Operations - 473,804 199,160 - 649,694 317,000 156,300
Allocated Costs - - - - - - -
Capital Outlay - - - - - - -
Total Expenditures - 473,804 199,160 - 649,694 317,000 156,300
331
Fund: Measure M
Department: Public Services
Division/Program: Program Administration (235-5120)
REVENUE
235.00.4410 Interest Income - - 40,517 15,000 15,000 13,000 13,000
235.61.4110 Sales Tax 1,547,227 1,547,227 1,470,650 1,606,700 1,606,700 1,515,000 11509,200
235.61.4647 Miscellaneous Reimbursements - - - 351 351 - -
cn7117 4 cA7117 c1. 1.7 aoo nu aoo nK4 coo nnn coo inn
EXPENDITURES
Salaries & Benefits
235.61.5120,5111
Full Time Salaries
235.61.5120.5121
Holiday Opt - No PERS
235.61.5120,5124
Sick Leave Buyback
235.61.5120,5125
Vacation Buyback
235.61.5120.5XXX
Fringe Benefits
235.61.5120.5156-7
Retirement -PERS
235.61.5120.5180
Leave Lump Sum
235.61.5120.5181-2
PERS Unfunded Liability Pmt
Services
Assets
ted Costs
.5120.8101 Admin & Overhead Charges
19,172
19,172
22,466
27,698
27,698
26,682
27,700
84
-
335
-
-
99
-
-
680
-
3,736
3,737
4,538
4,964
4,964
4,203
4,700
1,545
1,545
1,941
2,424
2,424
1,998
2,300
-
-
2,297
-
-
-
-
5,681
5,681
5,681
10,717
10,717
10,717
2,700
30,135
30,135
37,022
45,803
45,803
44,698
37,400
3,587 3,587 32,620
3,587 3,587 32,620
32,620
32,620
32,620
32,600
32,620
32,620
32,620
32,600
rue 1,547,227 1,547,227 1,511,167 1,622,051 1,622,051 1,528,000 1,522,200
as B Benefits 30,135 30,135 37,022 45,803 45,803 44,698 37,400
anance & Operations - - - - - - -
ted Costs 3,587 3,587 32,620 32,620 32,620 32,620 32,600
it Outlay - - - - - - -
Expenditures 33,722 33,722 69,642 78,423 78,423 77,318 70,000
332
Fund: Measure M
Department: Public Services
Division/Program: CIP - Streets (235-7005)
REVENUE
SUMMARY
....
i
Revenue
- -
-
-
-
-
-
Salaries & Benefits
- -
519
-
-
-
-
Maintenance & Operations
- -
-
-
-
-
-
Allocated Costs
- -
-
-
-
-
Capital Outlay
- 2,290,322
1,383,175
478,000
478,000
48,900
180,000
Total Expenditures
- 2,290,322
1,383,694
478,000
478,000
48,900
180,000
Net Program Revenue/(Cost)
2,290,322
1,383,694
478,000
478,000
48,900
180,000
333
Fund: Measure M
Department: Public Services
Division/Program: CIP - Traffic (235-7006)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
476,965
476,965
450,000 450,000 24,000 426,000
450,000 450,000 24,000 426,000
334
Fund: Measure A
Department: Public Services
Division/Program: Program Administration (236-5120)
REVENUE ,. ,,,
236.61.4010 Property Taxes 400,000 400,000 - 580,000 - 340,000 400,000
Grand Total 400,000 400,000 580,000 340,000 400,000
EXPENDITURES
Salaries & Benefits
i
236.61.5120.5111 Full Time Salaries
70,000
70,000 - - - - -
Subtotal
70,000
70,000 - - - - -
Materials & Services
Subtotal
-
- - - - -
CapitalAssets
Subtotal
-
- - - -
Allocated Costs
224.61.5120.8101 Admin & Overhead Charges
5,261
5,261 - - - - -
Subtotal
5,261
5,261 - - - - -
Grand Total
75,261
75,261
SUMMARY...
-.
.-. i .... -. .-. -. ... -.
i
Revenue
400,000
400,000 - 580,000 - 340,000 400,000
Salaries & Benefits
70,000
70,000 - - - - -
Mainlenance & Operations
-
- - - - - -
Allocated Costs
5,261
5,261 - - - -
Capital Outlay
-
- - - - - -
Total Expenditures
75,261
75,261 - - - -
Net Program Revenue/ICost)
324,739
324,739 580,000 340,000 400,000
335
Fund: Measure A
Department: Public Services
Division/Program: CIP - Parks (236-7004)
REVENUE
EXPENDITURES
••• -• ........
.••• -•
- •-• -•
i
••• -•
Salaries & Benefits
Subtotal
- - -
-
- -
-
Materials & Services
Subtotal
- - -
-
- -
-
Capital Assets
236.80.7004.7700 CIP Parks
- 330,000 -
580,000
- 340,000
400,000
Subtotal
- 330,000 -
580,000
- 340,000
400,000
Allocated Costs
Subtotal
- - -
-
- -
-
Grano Total
330,000
580,000
340,000
400,000
as & Benefits
;nance & Operations
ted Costs
it Outlay
Expenditures
330,000
330,000
580,000 - 340,000 400,000
580,000 - 340,000 400,000
336
Fund: Fleet Management
Department: Public Services
Division/Program: Fleet Maintenance (365-4170)
,
REVENUE
Adopted
Budget
Amended
Budget
Budget
(12-31-20) Actual Budg,-
365.61.4430
Rental Income
200,000
200,000
266,361
-
- - -
365.61.4647
Miscellaneous Reimbursement
-
-
-
3,831
3,831 - -
365.61.4750
Inledund Charges Veh Maint
531,858
531,858
1,087,134
888,215
888,215 888,215 803,400
365.61.4780
Inledund Charges -Fuel & Oil
600,000
600,000
560,415
600,000
600,000 467,105 600,000
365.61.4822
Contractual Reimbursement
-
-
31,545
-
- - -
EXPENDITURES
•••• -•
- •-•.•••
- •-•
-•
••• -•
Salaries & Benefits
365.61.4170.5111
Full Time Salaries
66,320
66,320
52,681
-
-
49,420
66,300
365,61.4170,5112
Part Time Salaries
-
-
-
29,760
29,760
-
-
365.61.4170.5113
Overtime
-
-
14,900
-
-
826
-
365.61 A170.5124
Sick Leave Buyback
750
750
1,863
-
-
-
1,900
365.61 4170.5125
Vacation Buyback
-
-
1,304
-
-
-
1,300
365.61 A170.5132
Uniform Allowances
-
-
150
-
-
-
200
365.61.4170.5XXX
Fringe Benefits
27,100
27,100
25,131
-
-
8,650
27,100
365,61.4170,5156-7
Retirement -PERS
5,361
5,361
4,581
-
-
3,913
5,400
365,61.4170,5180
Leave Lump Sum
-
-
11,122
-
-
-
-
365.61.4170.5181-2
PERS Unfunded Liability Pmt
19,713
19,713
19,713
-
-
-
-
Subtotal
119,243
119,243
131,445
29,760
29,760
62,808
102,200
Materials & Services
365.61.4170.6011
Un0orms
200
200
107
200
200
200
200
365.61.4170.6050
Conferences & Meetings
2,500
2,500
1,386
-
-
-
-
365.61.4170.6120
Other Contractual Services
18,300
18,300
16,998
18,300
18,300
18,300
18,300
365.61.4170.6130
Service Contracts
28,000
18,000
10,173
18,000
18,000
18,000
18,000
365.61.4170.6141
Natural Gas
10,000
10,000
866
12,400
12,400
6,000
12,400
365.61.4170.6147
Cellular Phones
1,500
1,500
2,527
1,500
1,500
100
1,500
365.61.4170.6210
Office Supplies
500
500
103
500
500
500
500
365.61.4170.6270
Other Supplies/Materials
6,000
13,571
5,732
6,000
6,000
3,000
6,000
365.61.4170.6319
Pool Car Usage
1,000
1,000
(171)
-
-
-
-
365.61.4170.6325
Parts
50,000
50,000
56,432
60,000
60,000
30,000
60,000
365.61.4170.6329
Other Vehicle Sublet Repairs
630,000
631,847
603,225
482,000
482,000
400,000
482,000
365.61.4170.6330
Equipment M & R
2,000
2,000
2,280
2,300
2,300
1,000
2,300
365.61.4170.6417
Uninsured Losses
331,317
433,395
190,282
100,000
100,000
100,000
100,000
365.61.4170.6485
Fuel Usage
600,000
600,000
559,147
600,000
600,000
500,000
600,000
Subtotal 1,681,317 1,782,813 1,449,086 1,301,200 1,301,200 1,077,100 1,301,200
Capital Assets
ted Costs
.4170,8104 Vehicle Maintenance Charges - - 5,251
.4170,8105 Fuel & Oil Charges - - 1,297
at 6,547
s &Benefits
119,243
119,243
131,445
29,760
29,760
62,808
102,200
mance & Operations
1,681,317
1,782,813
1,449,086
1,301,200
1,301,200
1,077,100
1,301,200
ted Costs
-
-
6,547
-
-
-
-
,lOutlay
-
-
-
-
-
-
-
Expendilures
1,800,560
1,902,056
1,587,078
1,330,960
1,330,960
1,139,908
1,403,400
337
Fund: Fleet Management
Department: Public Services
Division/Program: Transfers (365-9500)
Bu -1 Adopted
(Amended 37 28) ctal Projected Pr
oposed
BudgBudg t
Grand Total 0
EXPENDITURES
& Benefits
Services
63,282
63,282
Assets
Costs
SUMMARY Amended Projected Proposed
(12-31-20) Actual Budget
Revenue - - - - - - -
Salaries & Benefits - - - - - - -
Maintenance & Operations - - 63,282 - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - -
Total Expenditures - - 63,282 - - - -
Net Program Revenue/(Cost) 63,282
kB3•'
Fund: Vehicle Replacement
Department: Public Services
Division/Program: Fleet Maintenance (367.4170)
SUMMARY , . ... -.
i
Revenue - - - - - - -
salaries & Benefits - - - - - - -
Maintenance & Operations - - 167,122 - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - 40,000 200,000
Total Expenditures - - 167,122 - - 40,000 200,000
Net Program Revenue/(Cost) (167,122) (40,000) (200,000)
k$t;
Fund: Vehicle Replacement
Department: Public Services
Division/Program: Transfers (367-9500)
REVENUE
i
367.00.4410
Interest Income
- - 1,011
2,000 2,000 - -
367.XX.4814
Proceeds from Auction
- - 10,637
- - - -
367.00.9119
Transfer In
- - -
- - 40,000 -
367.00.9124
Transfer In
- - -
- - - 100,000
367.00.9189
Transfer In
- - -
- - - 100,000
Grand Total
11,649
2,000 2,000 40,000 200,000
:s & Benefits
mance & Operations
ted Costs
II Outlay
Expenditures
2,792
2,792
tyllf,
Community Development
COMMUNITY DEVELOPMENT DEPARTMENT
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.
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 Building Division, Community & Economic Development
Division, Engineering Division, Planning Division, and Code Enforcement.
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.
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.
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.
341
Community Development
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. Currently, CED is 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.
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 conform to Conditions of Approval approved by the Planning Commission
and City Council 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.
0K
Community Development
Planninq 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 in 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.
343
SENIOR ADMINISTRATION
ASSISTANT (PLANNING)
ECONOMIC
DEVELOPMENT &
HOUSING
MANAGER
SENIOR ADMINISTRATION
ASSISTANT (BUILDING)
ADMINISTRATIVE
ASSISTANT I
ADMINISTRATIVE
ASSISTANTI"
PLANNING I
CODE
MANAGER ENFORCEMENT
MANAGER
ECONOMIC ECONOMIC CDOE
DEVELOPMENT PMWPLANNIN9
PROJECT DS ECIALIST ASSISTANT(2) ENFORCEMENT
COORDINATOR SPECIALIST OFFICERI3D
Community Development
EXPENDITURES BY FUNDING SOURCE
Measure W
Auto Plaza Stormwater
Improvement District 20%
1%
Sewer Maint
Prograi
<1%
Citywide
Maintenance
District
1%
Maintenance Dist
<1%
Waste
Management
Enforcement Gra
1%
Transportatio
DevelopmentU
1%
General Fund
31%
Senate Bill 1 - Road
Maint.
Rehabilitation
25%
West Covina
Housing Authority
<1%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Source of Funds: AN
$ 1,690,608
$ 2,264,494
$ 2,160,896
$ 1,862,900
General Fund
Integrated Waste Management
11,073
-
-
-
Prop C
11,819
40,514
70,940
11,000
Transportation Development Act
129,757
994
70,000
70,000
Waste Management Enforcement Grant
10,022
15,553
15,732
50,700
Maintenance Districts
-
-
-
19,700
Citywide Maintenance District
131,204
106,126
33,253
37,800
Sewer Maintenance Program
696,919
611,493
443,184
290,200
Auto Plaza Improvement District
57,618
42,884
68,561
65,000
Measure W Stormwater
-
-
-
1,210,200
Senate Bill 1 - Road Maint. Rehabilitation
-
-
2,067,148
1,500,000
West Covina Housing Authority421,772
526,696
1:364,598
949,400
Total Source of Funds
$ 3,160,792
$ 3,608,754
$ 6,294,312
$ 6,066,900
OR
Community Development
EXPENDITURES BY CATEGORY
Materials &
Services
81%
Salaries &
Benefits
19%
2018-19
2019-20
2020-21
2021-22
Actual
Actual
Adopted
Proposed
Expense
Expense
Budget
Budget
Expense Classification:
$ 2,047,629
$ 1,813,133
$ 1,991,207
$ 1,158,000
Total Salaries & Benefits
Total Materials & Services
1,113,163
1,795,621
4,303,105
4,908,900
Total Source of Funds
$ 3,160,792
$ 3,608,754
$ 6,294,312
$ 6,066,900
0V,
Community Development
2021-22 GOALS AND OBJECTIVES
• Provide excellent customer service.
o Respond to all questions and inquiries by providing accurate information in a
prompt, polite and courteous manner.
o Provide options to allow applicants to achieve their needs.
• Provide prompt, thorough, and objective processing of all permits, entitlements, and
projects.
o Identify issues, concerns, and corrections early in the review process.
o Critically evaluate and review projects to obtain good project design.
o Without lowering standards of quality, streamline processes that impede business
investment and economic prosperity.
• Provide quality, professional support, and assistance to other departments.
• Provide courteous phone operator services for incoming City Hall phone calls.
• Maintain a high level of COVID services during COVID-19 pandemic.
Buildinq Division
• Maintain 10 business day plan check turn -around and next -day inspection schedule.
• Complete inspections for projects including: 2750 E Cortez (8 new single-family
dwellings), and 3041 E Garvey N (Chick-Fil-A)
Code Enforcement Division
• 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.
• 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.
• Coordinate actions to maximize efficiency of delivery of service in addressing regional
and local community development needs.
• Encourage and assist in the revitalization and improvement of blighted
commercial/industrial properties and improve the City's housing stock.
01FA
Community Development
Community & Economic Development Division
• Continue to provide entitlement assistance to new businesses including Chick-Fil-A,
Paris Baguette, Jollibee, and others.
• Continue to support business -friendly efforts and help in the recovery from the COVID-
19 pandemic.
• Continue to serve as the business ombudsman for the community.
• Continue to promote West Covina as a premier location for business.
• Continue negotiations for the disposition and development of the City properties at the
former BKK Landfill site.
• Dispose of Successor Agency assets (Water Tank assets).
• 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.
Engineering Division
• Oversee development and implementation of the City's five-year Capital Improvement
Program (CIP) projects.
• Implement recommendations from the City's Pavement Management Program.
• Provide highest level of customer service to other City departments, residents, and
businesses in the City.
• Research grant opportunities to fund street, park, landscape, safety, conservation,
and environmental programs/projects.
• Develop new handouts and policies to assist the public in understanding building code
requirements and the permitting process.
• Prepare plans and specifications for the major streets and residential streets
rehabilitation; and curb and gutter and sidewalk replacement programs.
• Implement recommendations from the City's Sewer System Management Plan in
order to upgrade the City's sewer infrastructure and capacity.
Of.]
Community Development
• Coordinate with Caltrans to assure that the impact to the residents and adjacent
commercial properties is minimized during the construction of the 1-10 Freeway HOV
lane improvements.
• Maintain two -week plan check turn -around and next -day inspection schedule and
monitor plan check log.
• Identify additional energy efficiency projects throughout the City.
• Continue to comply with MS-4 permits for National Pollutant Discharge Elimination
System (NPDES). Continue installing catch basin capture devices to keep storm
drains clean. Complete Shadow Oak Restroom, Lower Parking Lot & NPDES
Improvement Project.
• Complete Traffic Calming and Traffic Safety Improvements along Cameron Avenue
between Hollenbeck Street and Barranca Street.
• Complete Shadow Oak Park Playground Installation.
• Complete construction of the new traffic signals at the intersections of Cameron
Avenue and Barranca Street and Cameron Avenue and Citrus Street.
Planning Division
• Continue to provide exceptional and responsive customer service to applicants,
residents, contractors, business owners, and other City departments.
• Facilitate the commission of a new public art piece within the City funded by the "Arts
in Public Place" program in lieu fees.
• Work with Plaza West Covina on Conceptual Plan.
• Continue to work with new Building Division consultants to improve the development
review process.
• Complete the processing of a 119-unit multifamily residential project on 1024 W.
Workman Avenue (former Vincent School)
• Complete the processing of an 84-unit multifamily residential project on 1211 E.
Badillo Street.
• Complete the General Plan Housing Element update process.
KE4;
Community Development
• Initiate the Comprehensive Zoning Code Update.
• Prepare long-range plans and programs to enhance the City's quality of life by
preparing for the future.
2020-2021 ACCOMPLISHMENTS
Building Division
• Issued over 2,188 building and other types of permits for private construction and
development. Currently we are on pace to process around 3,500 permits and plan
checks for this fiscal year.
• Provided plan review and inspection services for construction activities in the City
including 2539 E Garvey (2 new retail buildings), 928 Glendora (new autobody
Building J & L), 1115 S Sunset (Phase I of Queen of the Valley expansion), Meritage
56-unit condominiums, Merrill Gardens Senior Living Center, and U-Stor-It.
Completed inspections and issued Certificates of Occupancy to Merrill Gardens
Senior Living Center, U-Stor-It, and new residential developments at 1001, 1003,
1005, 1007, 1009, 1017 and 1019 Hudson Lane.
• Answered 2,605 calls and input code enforcement complaints for the Code
Enforcement Division.
Code Enforcement Division
• 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 6,976 property inspections.
• Code Enforcement initiated over 3,200 code enforcement cases.
• Code Enforcement issued 4,602 correction notices to residential and commercial
properties.
• Code Enforcement issued 702 Administrative Citations in cases where the responsible
party failed to comply with abating violation(s).
• Code Enforcement resolved over 6,100 property maintenance violations including
over 1500 for overgrown vegetation, 1,100 for trash and debris, 542 inoperative
vehicles, and 320 for construction without permit.
KSL]
Community Development
• Advanced implementation of the GO -REQUEST online app to handle all types of
service requests. This tool allowed staff to accept over 8,100 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.
• 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.
Community & Economic Development Division
• Managed the Economic Development
projects throughout the city including
Burgerim, and Merril Gardens.
Team and facilitated the development of
the following businesses: Floor & D6cor,
Assisted in the attraction of new businesses to West Covina including: Jollibee and
Laserland (not open due to COVID-19 restrictions), Chick-Fil-A, and Paris Baguette.
• Administered the Auto Plaza Business Improvement District (BID).
• Maintained West Covina's Available Property Listing (APL) and the Expanding
Retailers Listing that is distributed to tenants and commercial property owners.
• Served as business ombudsman to the local business community, assisted property
owners (Plaza West Covina, Eastland, Quail Ridge Shopping Center, Samantha
Courtyard, Hong Kong Plaza, The Heights at West Covina, South Hills Plaza, West
Covina Village, McIntyre Square, and others) in marketing opportunities and provided
entitlement assistance to tenants.
• Continued collaborative partnership with SCORE to bring free business resources to
West Covina's business community including workshops and one-on-one
consultations.
• Administered the repayment of the Housing Loan Programs, processing the
reconveyance of 26 loans, totaling repayment of over $92,896 of loan funds.
351
Community Development
• 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 five homeowners.
• Managed the Business Assistance Loan Program; reviewed submitted application(s).
• Developed and maintained a COVID-19 micro-website to provide the community the
most current information and resources available.
• Developed and implemented a 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.
• Developed and implemented the Open Air Program to facilitate the City permit process
to conduct business operation outdoors.
Engineering Division
• Completed design and construction of 7 capital improvement projects at a combined
cost of $3.6 million.
• The projects consisted of rehabilitating 2.9 million square feet (6% of total Citywide
pavement area) of residential streets.
• Completed the Cortez Park Parking Lot Rehabilitation Project.
• Completed the Restroom Renovation Project at the Cortez Park Community & Senior
Center
• Completed the Orange Avenue Catch Basin Installation Project.
• Completed the Pavement Rehabilitation Program Update for 2020.
• Issued RFPs and coordinated professional services contract awards for Assessment
Engineering Services, NPDES Permit Compliance Services and Tree Trimming
Services.
M-%
Community Development
• Coordinated preconstruction phase and resolved design coordination for Azusa
Sewer Lift Station Upgrades Project.
• Awarded construction of the Azusa Sewer Lift Station Upgrades Project.
• Completed the Cameron Avenue Pavement Rehabilitation Project.
• Completed the installation of Rectangular Rapid Flashing Beacons (RRFB) at Vine
and Merced Elementary Schools.
• Completed the pedestrian crosswalk improvements on Shadow Oak Drive and Gemini
Avenue.
• Completed design of new traffic signals at the intersection of Cameron Avenue and
Barranca Street and Cameron Avenue and Citrus Street.
• Implemented and managed all ongoing National Pollutant Discharge Elimination
System (NPDES) requirements.
• 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.
• Completed several traffic volume and speed studies needed to complete evaluation
of vehicular and pedestrian safety issues, and several surveys to establish restricted
parking zones as requested by residents.
• Reviewed traffic studies for various developments to determine impact from vehicular
traffic generated by new developments on existing facilities.
Planning Division
• Completed the State mandated code amendment for accessory dwelling units.
• Obtained the Local Early Action Planning Grant in the amount of $500,000 for a
Comprehensive Zoning Code update.
• Completed the RFQ process for on -call Planning Consultant and hired Moore lacofano
Goltsman, Inc. and Joyce Parker Bozylinski Planning and Environmental Services.
• Initiated the General Plan Housing Element update process.
• Completed RFP process for Comprehensive Code Amendment consultant.
353
Community Development
• Completed processing of amendment to Downtown Plan.
• Completed processing of code amendment pertaining to film permits.
• Developed and processed the automatic permit and entitlement extension program to
assist developers, residents, and business owners facing construction delays due to
COVID-19.
• Processed over 150 staff level Planning applications that facilitated improvements to
residential and commercial properties.
• Completed processing of development projects including: 158-unit multifamily
residential development at 1650 E. Rowland Avenue (former Pioneer School);
parking -lot extension, parking structure, 58,858 sq. ft. medical office building, and
66,000 sq. ft. ICU/Emergency Department hospital addition at 1115 S. Sunset Avenue
(Queen of the Valley Hospital); new Chick-Fil-A restaurant at 3041 E. Garvey Avenue;
new Jollibee restaurant at 147 N. Barranca Street; new shopping center with 34,860
sq. ft. major tenant building, 7,595 sq. ft. multi -tenant building, and 4,500 sq. ft.
restaurant at 2539 E. Garvey Avenue North (former Mazda and Lotus dealership),
parcel delivery station/facility at 1211 E. Badillo Street (former Faith Community
Church site)
• Held 15 Planning Commission meetings and 18 Design Review meetings.
354
Fund: General Fund
Department: Community Development
Division/Program: Economic Development (110-1150)
EXPENDITURES
110.71.1150.5111
Full Time Salaries
103,213
103,213
63,297
110.71.1150.5113
Overtime
-
-
342
110.71.1150.5XXX
Premium Pay
897
897
900
110.71.1150.5124
Sick Leave Buyback
6,500
6,500
2,967
110.71.1150.5125
Vacation Buyback
6,000
6,000
351
110.71.1150.5XXX
Fringe Benefits
14,797
14,797
13,225
110.71.1150.5156-7
Retirement -PERS
8,263
8,263
5,489
110.71.1150.5181
PERS Unfunded Liability
30,385
30,385
30,385
Subtotal 170,055 170,055 116,957
Materials & Services
110.71.1150,6030
Memberships
640
640
414
110.71.1150.6050
Conferences & Meetings
7,740
7,740
3,983
110.71.1150.6120
Other Contactual Services
6,085
6,085
5,716
110.71.1150.6147
Cellular Phones
1,250
1,250
554
110.71.1150.6214
Printing & Copying
523
523
98
110.71.1150.6270
Special Department Supplies
2,250
2,250
1,142
110.71.1150.6330
Equipment M & R
350
350
18
110,71.1150.6424
Capitalized Lease Payments
1,624
1,624
1,349
Subtotal 20,462 20,462 13,273
Capital Assets
Costs
Salaries & Benefits
170,055
170,055
116,957 - - - -
Maintenance & Operations
20,462
20,462
13,273 - - - -
Allocated Costs
-
-
- - - -
Capital Outlay
-
-
- - - - -
Total Expenditures
190,517
190,517
130,230 - - -
Net Proaram Revenue/ICostl
11 an.9171
11 an.9171
11 in 21ru - - - -
355
Fund: General Fund
Department: Community Development
Division/Program: Planning Commission (110-2101)
REVENUE
as & Benefits 4,633 4,633 4,113
mane & Operations - - -
ted Costs - - -
ilOullay - - -
Expenditures 4,633 4,633 4,113
4,620 4,620
4,620 4,620
3,263 4,600
3,263 4,600
cfif"
Fund: General Fund
Department: Community Development
Division/Program: Planning (110-2110)
REVENUE -
i
110.71.4611 Planning Filing Fees 320,000 320,000 346,457 275,000 275,000 423,255 350,000
110.71A613 Plan Review Surcharge 95,000 95,000 79,333 90,000 90,000 95,000 90,000
EXPENDITURES
.,,,-,
- ,-,
.,,,-,
.,
Salaries & Benefits
i
110,71.2110.5111
Full Time Salaries
286,685
283,812
273,356
212,251
212,251
237,277
263,300
110,71.2110,5124
Sick Leave Buyback
7,000
7,000
2,959
3,000
3,000
-
-
110.71.2110.5125
Vacation Buyback
17,000
17,000
4,754
8,000
8,000
-
-
110.71.2110.5XXX
Fringe Benefits
58,627
58,627
60,750
49,699
49,699
46,695
49,500
110,71.2110,5156-7
Retirement -PERS
23,168
23,168
24,389
23,137
23,137
18,494
16,600
110,71.2110,5160
Retiree Medical Benefit
1,700
1,700
1,650
5,328
5,328
1,588
-
110.71.2110.5180
Leave Lump Sum
-
-
10,832
-
-
-
-
110.71.2110.5181-2
PERS Unfunded Liability Pmt
85,195
85,195
85,195
115,950
-
-
19,800
Subtotal
479,375
476,502
463,884
417,365
301,415
304,054
349,200
Materials & Services
110.71.2110.6030
Memberships
810
810
807
-
-
-
-
110.71.2110.6050
Conferences & Meetings
2,750
2,750
1,514
-
-
-
-
110.71.2110.6147
Cellular Phones
2,500
2,500
-
2,500
2,500
-
-
110.71.2110.6210
Office Supplies
3,700
3,700
2,020
3,700
3,700
5,500
4,700
110.71.2110.6214
Printing & Copying
1,800
1,800
248
900
900
-
900
110.71.2110.6270
Special Department Supplies
1,600
1,600
-
1,600
1,600
500
1,600
110.71.2110.6319
Pool Car Usage
300
300
126
300
300
-
300
110.71.2110.6330
Equipment M & R
2,000
4,873
6,709
4,900
4,900
3,099
4,900
110.71.2110.6424
Capitalized Lease Payments
5,300
5,300
3,341
2,550
2,550
3,273
5,300
Subtotal 20,760 23,633 14,765 16,450 16,450 12,372 17,700
Capital Assets
Subtotal - - - - - - -
Allocated Costs
110.71.2110.8102 Property & Liability Ins Charges 18,742 18,742 27,746 13,949 13,949 13,949 14,000
Subtotal 18,742 18,742 27,746 13,949 13,949 13,949 14,000
as & Benefits
479,375
476,502
463,884
417,365
301,415
304,054
349,200
mane & Operations
20,760
23,633
14,765
16,450
16,450
12,372
17,700
ted Costs
18,742
18,742
27,746
13,949
13,949
13,949
14,000
it Outlay
-
-
-
-
-
-
-
Expenditures
518,877
518,877
506,396
447,764
331,814
330,375
380,900
357
Fund: General Fund
Department: Community Development
Division/Program: Code Enforcement (110-3125)
REVENUE
110.71.4326
EXPENDITURES
Salaries & Benefits
Admin Citation - Code Enforcement
110.71.3125.5111
Full Time Salaries
110.71.3125.5112
Part Time Salaries
110.71.3125.5113
Overtime
110.71.3125.5121
Holiday Opt - No PERS
110.71.3125.5124
Sick Leave Buyback
110.71.3125.5125
Vacation Buyback
110.71.3125.5132
Uniform Allowance
110.71.3125.5XXX
Fringe Benefits
110.71.3125.5156-7
Retirement -PERS
110.71.3125.5181-2
PERS Unfunded Liability Pmt
Materials & Services
110.71.3125.6030 Memberships
110.71.3125.6147 Cellular Phones
110.71.3125.6214 Printing & Copying
110.71.3125.6270 Special Department Supplies
Assets
Costs
25,000 25,000 60,000 50,000
28,300
100,000
117,809
99,066
99,066
112,001
113,600
90,900
60,900
34,572
90,900
90,900
123,033
90,900
4,247
-
490
-
-
-
-
3,000
-
-
-
-
695
-
6,000
-
609
3,000
3,000
-
-
-
-
6,152
3,000
3,000
9,554
-
-
-
231
-
-
231
-
11,187
-
20,814
32,345
32,345
24,575
24,000
4,370
-
7,214
6,641
6,641
8,264
7,200
16,069
-
-
55,920
-
-
8,600
164,073
160,900
187,891
290,872
234,952
278,352
244,300
-
-
-
750
750
-
-
-
-
-
1,500
1,500
-
-
-
-
-
750
750
550
800
-
-
2,355
3,000
3,000
2,727
3,000
-
-
2,355
6,000
6,000
3,277
3,800
we - - - 25,000 25,000 60,000 50,000
as & Benefits
164,073 160,900 187,891
290,872
234,952
278,352
244,300
mance & Operations
- - 2,355
6,000
6,000
3,277
3,800
ted Costs
- - -
-
-
-
-
ilOullay
- - -
-
-
-
-
Expenditures
164,073 160,900 190,246
296,872
240,952
281,629
248,100
358
Fund: General Fund
Department: Community Development
Division/Program: Community Development (110-4110)
---- ,Amentled zu-z) n
Projec
12-31-20 Aci
EXPENDITURES
.,,, .,
- ,.,
.... -,
-,
-
Salaries & Benefits
110.71.4110.5111
Full Time Salaries
36,608
36,608
43,773
41,391
41,391
34,642
36,600
110.71.4110.5112
Part Time Salaries
-
-
4,810
14,700
14,700
4,107
14,700
110.71.4110.5121
Holiday Opt - No PERS
-
-
-
-
-
190
-
110.71.4110.5124
Sick Leave Buyback
1,500
1,500
-
-
-
-
-
110.71.4110.5125
Vacation Buyback
-
-
1,137
-
-
-
-
110.71.4110.5XXX
Fringe Benefits
8,589
8,589
9,923
12,186
12,186
7,437
7,800
110.71.4110.5156-7
Retirement -PERS
2,965
2,965
3,730
3,633
3,633
2,718
2,300
110.71.4110.5160
Retiree Medical Benefit
53,000
53,000
46,886
53,000
53,000
46,493
46,500
110.71.4110.5180
Leave Lump Sum
-
-
767
-
-
-
-
110.71.4110.5181-2
PERS Unfunded Liability Pont
12,581
12,581
12,581
16,062
-
-
2,700
Subtotal
115,243
115,243
123,606
140,972
124,910
95,586
110,600
Materials & Services
110.71.4110.6050
Conferences & Meetings
Soo
500
-
-
-
-
-
110.71.4110.6270
Other Supplies/Materials
200
200
125
200
200
-
200
110.71.4110.6424
Capitalized Lease Payments
2,773
2,773
2,707
2,773
2,773
2,861
2,900
Subtotal 3,473 3,473 2,832 2,973 2,973 2,861 3,100
Capital Assets
Subtotal - - - - - - -
Allocated Costs
110.71.4110.8102 Property & Liability Ins Charges - - - 53,251 53,251 53,251 53,300
Subtotal - - - 53,251 53,251 53,251 53,300
as & Benefits
115,243
115,243
123,606
140,972
124,910
95,586
110,600
mance & Operations
3,473
3,473
2,832
2,973
2,973
2,861
3,100
ted Costs
-
-
-
53,251
53,251
53,251
53,300
iI Outlay
-
-
-
-
-
-
-
Expenditures
118,716
118,716
126,438
197,196
181,134
151,698
167,000
359
Fund: General Fund
Department: Community Development
Division/Program: Building Services (110-4120)
REVENUE
110.71.4220
Building Permits
650,000
1,290,000
776,937
900,000
900,000
964,742
950,000
110.71.4221
Electrical Permits
110,000
110,000
143,233
150,000
150,000
161,018
160,000
110.71.4222
Plumbing Permits
90,000
90,000
128,338
125,000
125,000
138,579
130,000
110.71.4330
Waste Diversion Plan Forfeiture
50,000
50,000
26,550
30,000
30,000
-
30,000
110.71.4614
Plan Check Fees
250,000
250,000
341,181
375,000
375,000
601,949
375,000
110.71.4615
Expedited Plan Check
15,000
15,000
18,206
23,000
23,000
1,193
23,000
110.71.4617
After Hours Plan Check
-
-
8,853
-
-
10,765
-
110.71.4655
Admin Cost Recovery Fee
26,500
26,500
6,588
4,400
4,400
3,798
4,400
Grand
Total
1,191,500
1,831,500
1,449,886
1,607,400
1,607,400
1,882,044
1,672,400
EXPENDITURES
Salaries & Benefits
i
110,71.4120,5111
Full Time Salaries
-
58,278
58,278
-
-
-
-
110.71.4120.5XXX
Premium Pay
-
388
388
-
-
-
-
110.71.4120.5XXX
Fringe Benefits
-
21,769
22,256
-
-
-
-
110.71.4120.5156-7
Retirement -PERS
-
3,003
3,003
-
-
-
-
110.71.4120.5180
Leave Lump Sum
-
29,441
29,441
-
-
-
-
110.71.4120.5181-2
PERS Unfunded Liability Pmt
80,749
80,749
80,749
119,147
-
-
-
Subtotal
80,749
193,628
194,115
119,147
-
-
-
Materials & Services
110.71.4120.6030
Memberships
500
500
-
-
-
-
-
110.71.4120.6050
Conferences & Meetings
3,600
3,600
-
-
-
-
-
110.71.4120.6110
Professional Services
75,000
96,799
17,728
-
-
-
-
110.71.4120.6120
Other Contractual Services
300,000
940,000
924,991
940,000
940,000
925,000
940,000
110.71.4120.6147
Cellular Phones
2,000
2,000
486
-
-
200
-
110.71.4120.6210
Office Supplies
1,000
1,000
506
1,000
1,000
500
1,000
110.71.4120.6270
Other Supplies/Materials
1,000
1,000
2,018
1,000
1,000
1,500
1,000
110.71.4120.6319
Pool Car Usage
1,000
1,000
-
-
-
-
-
110.71.4120.6330
Equipment Maint & Repair
600
600
380
300
300
300
300
Subtotal
384,700
1,046,499
946,108
942,300
942,300
927,500
942,300
Capkal Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
110,71.4120,8104
Vehicle Maintenance Charges
205
205
8,617
343
343
1,131
1,100
110,71.4120,8105
Fuel & Charges
2,864
2,864
2,709
836
836
5,000
5,000
Subtotal
3,069
3,069
11,326
1,179
1,179
6,131
6,100
Grand Total
468,518
1,243,196
1,151,548
1,062,626
943,479
933,631
948,400
as&Benefits
80,749
193,628
194,115
119,147
-
-
-
mance & Operations
384,700
1,046,499
946,108
942,300
942,300
927,500
942,300
red Costs
3,069
3,069
11,326
1,179
1,179
6,131
6,100
it Outlay
-
-
-
-
-
-
-
Expenditures
468,518
1,243,196
1,151,549
1,062,626
943,479
933,631
948,400
I
Fund: General Fund
Department: Community Development
Division/Program: General Engineering (110-4130)
REVENUE
110.71.4251
Street Improvements
10,000
10,000
50,265
50,000
50,000
25,120
50,000
110.71.4255
Walls (Retaining, Overheignt)
15,000
15,000
8,606
10,000
10,000
5,000
8,600
110.71.4257
OnsOe Improvements
25,000
25,000
29,597
50,000
50,000
198,200
50,000
110.71.4259
Grading
20,000
20,000
31,455
30,000
30,000
46,417
30,000
110.71.4262
Driveway Approach
1,500
1,500
4,763
6,000
6,000
3,983
6,000
110.71.4263
Sidewalk
10,000
10,000
38,574
80,000
80,000
2,747
80,000
110.71.4264
Curb Drains, All Other Inspections
500
500
468
1.000
1,000
200
1.000
110.71.4265
Asphalt Concrete (AC) & Portland
15,000
15,000
27,654
30,000
30,000
1,070
30,000
Cement Concrete (PCC) Paving
110.71.4266
Excavation
20,000
20,000
28,111
40,000
40,000
32,699
40,000
110.71.4267
Miscellaneous Sewer Facilities
1,000
1,000
1,012
1,000
1,000
1,310
1,000
110.71.4272
Street Obstruction
15,000
15,000
107,060
10,000
10,000
138,959
107,100
110.71.4273
Encroachment
1,000
1,000
45,478
20,000
20,000
71,921
46,000
110.71.4281
Sewer Maintenance
-
-
1,001
1,000
1,000
936
1,000
110.71.4290
Other Licenses & Permits
7,500
7,500
21,676
15,000
15,000
15,395
15,400
110.71.4647
Miscellaneous Reimbursement
-
-
-
-
-
1,496
1,500
110.71.4813
Sale Maps/Plans/Documents
1,000
1,000
337
500
500
382
500
110.71.4816
Final Map, Lot Adjustment, Cart Compl
10,000
10,000
5,000
15.000
15,000
52,936
15,000
110.71.4818
Miscellaneous
-
-
280
-
-
-
-
110.71.4820
Landscaping- Los Angeles County
38,000
38,000
-
-
-
6,100
6,100
110.71.4822
Contractual Reimbursement
2,200
2,200
-
-
-
119
-
Grand Total
192,700
192,700
401,337
359,500
359,500
604,990
489,200
.4130,5111
Full Time Salaries
.4130.5112
Part Time Salaries
.4130.5113
Overtime
.4130.SXXX
Premium Pay
.4130.5XXX
Fringe Benefits
.4130.5156-7
Retirement -PERS
.4130,5180
Leave Lump Sum
.4130.5181-2
PERS Unfunded Liability Part
als &
Services
.4130.6030
Memberships
.4130,6050
Conferences & Meetings
.4130.6110
Professional Services
.4130.6145
Telephone -Special Lines
.4130,6147
Cellular Phones
.4130.6210
Office Supplies
.4130.6214
Pnnting & Copying
.4130,6270
Other Supplies / Materials
.4130.6319
Pool Car Usage
.4130.6330
Equipment Maint & Repair
Assets
led Costs
.4130.8104 Vehicle Maintenance Charges
.4130.8105 Fuel & Oil Charges
-
-
4,824
17,633
17,633
- -
42,581
42,581
-
-
-
- -
-
-
-
974
974
- -
23
_
_
-
-
855
7.042
7,042
- -
-
-
236
1,548
1,548
- -
-
-
2,070
-
-
- -
6,306
6,306
6,306
6.844
-
- -
48,887
48,887
14,313
34,041
27,197
- -
300
300
-
-
-
- -
500
500
_
_
_
_ _
50.000
81,107
46,318
96,107
96,107
- 96.100
620
620
726
620
620
620 600
1,650
1,650
182
-
-
- -
600
600
461
600
600
- 600
1,046
1,046
-
1,000
1,000
- -
800
800
607
800
800
- 800
150
150
-
-
-
- -
1,100
1,100
750
600
600
- 600
56,766
87,873
49,045
99,727
99,727
620 98,700
1,453 1,453 5,516 2,431 2,431 - 2,400
751 751 476 126 126 - 200
2,204 2,204 5,992 2,557 2,557 - 2,600
SUMMARY
Budget
Budget
Actual
Budget
Actual
B�
Revenue
192,700
192,700
401,337
359,500
(12-31-20)
359,500
604,990
489,200
Salaries & Benefits
48,887
48,887
14,313
34,041
27,197
-
-
Maintenance & Operations
56,766
87,873
49,045
99,727
99,727
620
98,700
Allocated Costs
2,204
2,204
5,992
2,557
2,557
-
2,600
Capital Outlay
-
-
-
-
-
-
-
Total Expenditures
107,857
138,964
69,349
136,325
129,481
620
101,300
Net Program Revenue/(Cost)
84,843
53,736
331,987
223,175
230,019
604,370
387,900
361
Fund: General Fund
Department: Community Development
Division/Program: Landfill Enforcement (110-4182)
REVENUE ,..
110.71.4628 Waste Management Fees 75,000 75,000 82,248 - - 46,506 46,500
Grand Total 75,000 75,000 82,248 46,506 46,500
EXPENDITURES
Salaries & Benefits
110,71.4182,5111 Full Time Salaries
110,71.4182,5121 Holiday Opt - No PERS
110.71.4182,5124 Sick Leave Buyback
110.71.4182,5125 Vacation Buyback
110.71.4182.5XXX Fringe Benefits
110,71.4182,5156-7 Retirement -PERS
110,71.4182,5180 Leave Lump Sum
110,71.4182,5181-2 PERS Unfunded Liability Pmt
Subtotal
Materials & Services
110.71.4182.6120 Other Contractual Services
110.71.4182.6210 Office Supplies
Subtotal
Capital Assets
Costs
7485 7485 6.924
90
497
1,403 1,402 1,446
605 605 605
1,625
2,223 2,223 2,223
11,715 11,715 13,410
8,000 8,605 5,523
100 100 -
8,100 8,705 5,523
2813 2,813 2,178 2,800
- 15
607 607
510 500
34 34
162 200
3,139 -
- 200
6,593 3,454
2,864 3,700
8,800 8,800 4,600 8,800
100 100 - 100
8,900 8,900 4,600 8,900
we 75,000 75,000 82,248 - - 46,506 46,500
as & Benefits
11,715
11,715
13,410
6,593
3,454
2,864
3,700
mance & Operations
8,100
8,705
5,523
8,900
8,900
4,600
8,900
ted Costs
-
-
-
-
-
-
-
ilOullay
-
-
-
-
-
-
-
Expenditures
19,815
20,420
18,933
15,493
12,354
7,464
12,600
I
Fund: Proposition "C"
Department: Community Development
Division/Program: Planning (122-2110)
REVENUE
as & Benefits
3nance 8 Operations
ted Costs
l Outlay
Expenditures
63 - - 678 700
63 678 700
ktl*]
Fund: Proposition "C"
Department: Community Development
Division/Program: Transportation Planning (122-2120)
REVENUE
EXPENDITURES
Salaries & Benefits
122,71.2120.5111
Full Time Salaries
31,097
31,097
13,926
122,71.2120,5124
Sick Leave Buyback
-
-
579
122,71.2120,5125
Vacation Buyback
-
-
2,202
122.71.2120.5YM
Fringe Benefits
4,915
4,916
4,083
122,71.2120,5156-7
Retirement -PERS
2,514
2,514
1,209
122,71.2120,5180
Leave Lump Sum
-
-
9,207
122,71.2120,5181-2
PERS Unfunded Liability Pint
9,246
9,246
9,246
Subtotal 47,773 47,773 40,451
Materials & Services
Assets
Costs
47,316 47,316 8,467 8,500
7,057
7,057
705
700
3,056
3,056
661
700
13,511
13,511
13,511
400
70,940
70,940
23,344
10,300
Salaries & Benefits 47773 47,773 40,451 70,940 70,940 23,344 10,300
Maintenance & Operations - - - - - - -
Allocated Costs - - - - - - Capital Outlay - - - - - - -
Total Expenditures 47,773 47,773 40,451 70,940 70,940 23,344 10,300
Net Prnaram Revenue/ICnsfl re7 77a1 ix7 77a1 mn wcn nn oAnl nn oAnl na -UAI inn anal
364
Fund: Transportation Development Act
Department: Community Development
Division/Program: Transportation Development Act (TDA) (128-7005)
EXPENDITURES
.,,,-,
........
Salaries & Benefits
i
Subtotal
-
-
- -
- -
-
Materials & Services
Subtotal
-
-
- -
-
Capital Assets
128.80.7005.7200 Streets
70,000
80,243
994 70,000
70,000 -
70,000
Subtotal
70,000
80,243
994 70,000
70,000 -
70,000
Allocated Costs
Subtotal
-
-
- -
- -
-
Grand Total
70,000
80,243
994 70,000
70,000
70,000
as & Benefits
tnance & Operations
ted Costs
it Outlay
Expenditures
70,000 80,243
70,000 80,243
994 70,000 70,000
994 70,000 70,000
70,000
70,000
Fund: Waste Management Enforcement Grant
Department: Community Development
Division/Program: Landfill Enforcement (145-4182)
REVENUE
145.71.4521 State Gant 15,733 15,733 15,733 15,732 15,732 15,553 15,700
Grand Total 15,733 15,733 15,733 15,732 15,732 15,553 15,700
EXPENDITURES
Materials & Services
145.71.4182.6120 Other Contractual Services
Assets
Costs
15,800
21,511
15,553
15,732
50,732
50,732
50,700
15,800
21,511
15,553
15,732
50,732
50,732
50,700
HIS 15,733 15,733 15,733 15,732 15,732 15,553 15,700
as & Benefits - - - - - - -
3nanceBOperations 15,800 21,511 15,553 15,732 50,732 50,732 50,700
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 15,800 21,511 15,553 15,732 50,732 50,732 50,700
N
Fund: Maintenance District #1
Department: Community Development
Division/Program: District Engineering (181-4133)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
3,188 3,188 3,200
3,188 3,188 3,200
0-Y1
Fund: Maintenance District #2
Department: Community Development
Division/Program: District Engineering (182-4133)
REVENUE
as & Benefits
mane & Operations
ted Costs
l Outlay
Expenditures
2,543 2,543 2,600
2,543 2,543 2,600
[d8:1
Fund: West Covina Coastal Sage Scrub Community Facilities District
Department: Community Development
Division/Program: District Engineering (183-4133)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
5,130 5,130 5,200
5,130 5,130 5,200
M*',
Fund: Maintenance District #4
Department: Community Development
Division/Program: District Engineering (184-4133)
SUMMARY
•... -. .-. i .... -. .-.
i
-.
... -.
Revenue
- - - - -
-
-
Salaries & Benefits
- - - - -
-
-
Maintenance & Operations
- - - - 3,993
3,993
4,000
Allocated Costs
- - - - -
-
-
Capital Outlay
- - - - -
-
-
Total Expenditures
- - - - 3,993
3,993
4,000
Net Program Revenue/(Cost)
3,993
3.993
4,000
MIR
Fund: Maintenance District #6
Department: Community Development
Division/Program: District Engineering (186-4133)
REVENUE
as & Benefits
mane & Operations
ted Costs
l Outlay
Expenditures
2,320 2,320 2,300
2,320 2,320 2,300
371
Fund: Maintenance District #7
Department: Community Development
Division/Program: District Engineering (187-4133)
REVENUE
as & Benefits
mane & Operations
ted Costs
l Outlay
Expenditures
2,345 2,345 2,400
2,345 2,345 2,400
[0A
Fund: Citywide Maintenance District
Department: Community Development
Division/Program: District Engineering (188-4133)
REVENUE-
...w
188.00.4410
Interest Income
4,000
4,000
18,463
8,000
8,000
3,838
4,500
188.71.4621
Street Lighting Assessment
1,690,000
1,690,000
1,644,661
1,690,000
1,690,000
2,050,588
2,050,600
188.71.4647
Miscellaneous Reimbursements
-
-
-
3,012
3,012
-
-
Grand Total
1.694.000
1.694.000
1.663A24
1.701.012
1.701.012
2.054.426
2.055.100
EXPENDITURES
Salaries & Benefits
188,71.4133,5111
Full Time Salaries
188,71.4133,5121
Holiday Opt - No PERS
188,71.4133,5124
Sick Leave Buyback
188,71.4133,5125
Vacation Buyback
188.71.4133.5X,V
Fringe Benefits
188,71.4133,5156-7
Retirement -PERS
188,71.4133,5180
Leave Lump Sum
188.71.4133,5181-2
PERS Unfunded Liability Pmt
Materials & Services
188.71.4133.6110 Professional Services
188.71.4133.6210 Office Supplies
188.71.4133.6270 Special Department Supplies
188.71.4133.6330 Equipment Maint & Repair
Assets
Allocated Costs
188.71.4133,8101 Admin & Overhead Charges
as & Benefits
manta & Operations
ted Costs
it Outlay
Expenditures
16,774
16,774
11,710
11,107
11,107
2,485
11,100
-
-
-
15
-
385
-
-
-
-
-
750
1,087
1,000
1,000
-
1,000
4,277
3,528
3,074
4,001
4,001
531
4,000
1,354
1,354
1,022
1,437
1,437
200
1,400
-
-
5,323
-
-
-
-
4,980
4,980
4,980
6,353
6,353
6,353
200
27,386 27,386 27,582 23,898 23,898 9,584 17,700
8,000 15,192 4,080 8,000 18,766 14,355 18,800
330 330 278 330 330 - 300
425 425 - 425 425 - 400
600 600 380 600 600 229 600
9,355 16,547 4,738 9,355 20,121 14,584 20,100
1,765 1,765 73,806
1,765 1,765 73,806
1,694,000 1,694,000 1,663,124
27,386
27,386
27,582
9,355
16,547
4,738
1,765
1,765
73,806
38,506
45,698
106,126
23,898
23,898
9,584
17,700
9,355
20,121
14,584
20,100
33,253
44,019
24,168
37,800
373
Fund: Sewer Maintenance
Department: Community Development
Division/Program: District Engineering (189-4133)
REVENUE
189.71.4010
Property Taxes
210,000
210,000
267,733
210,000
210,000
210,000
210,000
189.00.4014
Residual/ Excess Tax Increment (County
-
-
43,665
-
-
-
-
189.00.4410
Interest Income
10,000
10,000
78,328
20,000
20,000
20,000
20,000
189.71.4622
Sewer Assessments
3,530,010
3,530,010
3,492,403
3,530,010
3,530,010
3,000,000
3,000,000
189.71.4647
Miscellaneous Reimbursements
-
-
-
21,908
21,908
-
-
189.71.4818
Miscellaneous
-
-
797
-
-
-
-
EXPENDITURES
Salaries & Benefits
189,71.4133,5111
Full Time Salaries
207,357
207,357
73,350
185,784
185,784
11,304
13,100
189,71.4133,5112
Part Time Salares
-
-
7,338
30,796
30,796
4,475
13,800
189.71.4133.5XXX
Premium Pay
239
239
46
-
-
-
-
189.71.4133.5121
Holiday Opt - No PERS
-
-
-
-
-
68
-
189.71.4133.5124
Sick Leave Buyback
2,000
2,000
1,635
2,000
2,000
-
-
189.71.4133.5125
Vacation Buyback
1,000
1,000
5,425
2,000
2,000
-
-
189.71.4133.5X)CX
Fringe Benefits
44,285
44,285
18,935
54,707
54,707
2,695
3,100
189.71.4133,5156-7
Retirement -PERS
16,764
16,764
5,960
16,568
16,568
891
800
189,71.4133,5180
Leave Lump Sum
-
-
31,800
-
-
-
-
189.71.4133.5181-2
PERS Unfunded Liability Pint
61,644
61,644
61,644
73,250
73,250
73,250
1,000
Subtotal
333,289
333,289
206,132
365,105
365,105
92,683
31,800
Materials & Services
189.71.4133.6110
Professional Services
21,000
30,151
11,254
21,000
31,766
31,766
121,300
189.71.4133.6210
Office Supplies
430
430
278
430
430
100
100
189.71.4133.6270
Special Department Supplies
9,300
9,300
-
9,300
9,300
100
-
189.71.4133.6330
Equipment Maint & Repair
600
600
363
600
600
550
600
Subtotal
31,330
40,481
11,895
31,330
42,096
32,516
122,000
Capital Assets
Subtotal
-
-
-
-
-
-
-
Allocated Costs
189.71.4133,8101
Admin & Overhead Charges
171,530
171,530
115,489
-
-
-
-
189.71.4133.8102
Property& Liability Charges
5,272
5,272
7,805
12,749
12,749
12,749
12,700
Subtotal
176,802
176,802
123,294
12,749
12,749
12,749
12,700
Grand Total
541,421
550,572
341,321
409,184
419,950
137,948
166,500
we 3,750,010 3,750,010 3,882,926 3,781,918 3,781,918 3,230,000 3,230,000
as&Benefits
333,289
333,289
206,132
365,105
365,105
92,683
31,800
manta & Operations
31,330
40,481
11,895
31,330
42,096
32,516
122,000
ted Costs
176,802
176,802
123,294
12,749
12,749
12,749
12,700
it Outlay
-
-
-
-
-
-
-
Expendilures
541,421
550,572
341,321
409,184
419,950
137,948
166,500
374
Fund: Sewer Maintenance
Department: Community Development
Division/Program: National Pollutant Discharge Elimination System (NPDES) (189-4189)
REVENUE
Grand Total
as 8 Benefits - - - - - - -
3nance8Operations 290,152 336,689 237,860 34,000 123,687 123,687 123,700
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 290,152 336,689 237,860 34,000 123,687 123,687 123,700
tribi
Fund: Auto Plaza Improvement District
Department: Community Development
Division/Program: Business Improvement District (190-2231)
REVENUE
190.00.4410
190.22A190
EXPENDITURES
Interest Income - - 1,988 1,000 1,000 500 1,000
Other Taxes 115,668 115,668 115,616 115,668 115,668 115,668 115,700
Materials 8 Services
190.22.2231.6110
Professional Services
190.22.2231.6120
Other Contractual Services
190.22.2231.6142
Electricity
190.22.2231.6145
Telephone --Special Lines
190.22.2231.6270
Other Supplies/Materials
190.22.2231.6330
Equipment M 8 R
190.22.2231.6493
Admin and overhead
Assets
Costs
4,560
4,560
4,500
20,500
20,500
10,166
12,000
12,000
9,939
800
800
720
1,000
1,000
-
10,440
10,440
10,140
8,500
8,500
-
57,800
57,800
35,465
4,560
4,560
4,500
4,600
21,800
21,800
16,081
21,800
12,500
12,500
8,797
12,500
824
824
720
800
1,000
1,000
-
1,000
10,440
10,440
10,140
10,400
8,500
8,500
-
8,500
59,624 59,624 40,238 59,600
lue 115,668 115,668 117,604 116,668 116,668 116,168 116,700
as 8 Benefits - - - - - - -
mance 8 Operations 57,800 57,800 35,465 59,624 59,624 40,238 59,600
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 57,800 57,800 35,465 59,624 59,624 40,238 59,600
376
Fund: Auto Plaza Improvement District
Department: Community Development
Division/Program: Debt Service (190-9000)
REVENUE
as 8 Benefits - - -
3nance & Operations 8,937 8,937 7,419
ted Costs - - -
ilOullay - - -
Expendilures 8,937 8,937 7,419
8,937 8,937 6,382 5,400
8,937 8,937 6,382 5,400
MW
Fund: Measure W Stormwater
Department: Public Services
Division/Program: Storm Sewer Maintenance (197-4160)
REVENUE
.i
197.71.4010 Property Taxes - - - 1,370,000 1,370,000 - 1,370,000
Grand Total 1,370,000 1,370,000 1,370,000
EXPENDITURES
Salaries & Benefits
Subtotal
- - - - - - -
Materials & Services
Subtotal
- - - - - -
Capital Assets
197.61A160.7900 Capital Projects
- - - 1,000,000 - - -
Subtotal
- - - 1,000,000 - - -
Allocated Costs
Subtotal
- - - - - - -
Grand Total
1,000,000
1,370,000 1
as & Benefits - - - - - - -
3nance & Operations - - - - - - -
ted Costs - - - - - - -
ilOullay - - - 1,000000 - - -
Expenditures - - - 1,000,000 - - -
011.1
Fund: Measure W Stormwater
Department: Community Development
Division/Program: NPDES (197-4189)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
290,152 235,734 290,200
290,152 235,734 290,200
09,
Fund: Measure W Stormwater
Department: Community Development
Division/Program: Parks (197-7004)
REVENUE
as 8 Benefits
3nance 8 Operations
ted Costs
l Outlay
Expenditures
800,000
800,000
kRif
Fund: Measure W Stormwater
Department: Community Development
Division/Program: Streets (197-7005)
REVENUE
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
1,000,000 - 120,000
1,000,000 120,000
kI:ill
Fund: Senate Bill 1 - Road Maintenance Rehabilitation
Department: Community Development
Division/Program: Streets (237-7005)
REVENUE
237.71.4519 Road Maint Rehab - 1,791,632 - 2,041,970 2,041,970 1,929,436 2,113,100
237.00.9110 Transfer In - - - - - 567,200 567,200
Grand Total 1,791,632 2,041,970 2,041,970 2,496,636 2,680,300
as & Benefits
3nance 8 Operations
ted Costs
it Outlay
Expenditures
1,791,632 - 2,041,970 2,041,970 2,496,636 2,680,300
2,067,148 2,067,148 1,500,000 1,500,000
2,067,148 2,067,148 1,500,000 1,500,000
tf.%
Fund: West Covina Housing Authority
Department: Community Development
Division/Program: Redevelopment Administration (820-2210)
REVENUE
Interest Income - - 444,792 - - 40,600 42,000
State Grants - - - 310,000 - - -
Loanlssuance - - 42,481 - - - -
EXPENDITURES
.i
Salaries & Benefits
820,22.2210,5111
Full Time Salaries
227,239
227,239
209,781
318,568
318,568
318,448
293,400
820,22.2210,5112
Part Time Salaries
-
-
3,965
-
-
-
-
820.22.2210.5113
Overtime
-
-
930
-
-
56
-
820.22.2210.5XXX
Premium Pay
1,495
1,495
1,500
4,133
4,133
2,250
2,400
820,22.2210,5121
Holiday Opt/NO PIERS
-
-
-
-
-
1,555
-
820.22.2210.5124
Sick Leave Buyback
-
-
5,065
4,500
4,500
408
-
820.22.2210.5125
Vacation Buyback
-
-
4,846
3,000
3,000
21,995
-
820.22.2210.5132
Uniform Allowances
-
-
277
-
-
277
-
820.22.2210.5XXX
Fringe Benefits
37,514
37,514
37,224
47,770
47,770
48,176
40,100
820,22.2210,5156-7
Retirement -PERS
18,078
18,078
17,896
28,481
28,481
23,752
19,200
820,22.2210,5180
Leave Lump Sum
-
-
5,416
-
-
-
-
820.22.2210.5181-2
PERS Unfunded Liability Pmt
66,478
66,478
66,478
111,202
111,202
111,202
30,000
Subtotal
350,804
350,804
353,376
517,654
517,654
528,118
385,100
Materials & Services
820.22.2210.6050
Training/Conferences/Meetings
2,100
275
46
2,740
2,740
-
2,700
820.22.2210.6110
Professional Services
10,100
10,100
-
85,100
85,100
85,100
85,100
820.22.2210.6111
Legal Services
17,000
17,000
1,034
17,000
17,000
5,000
17,000
820.22.2210.6112
Accounting and Auditing
7,150
7,150
13,300
7,365
7,365
9,700
9,700
820.22.2210.6120
Other Contractual Services
5,910
617
166
7,585
32,585
32,585
32,600
820.22.2210.6147
Cellular Phones
1,420
1,420
376
2,700
2,700
332
2,700
820.22.2210.6169
Graffiti
20,500
20,500
19,785
20,500
20,500
20,500
20,500
820.22.2210.6170
Advertising & Publications
500
500
-
2,520
2,520
-
2,500
820.22.2210.6210
Office Supplies
4,060
4,060
384
4,060
4,060
2,000
4,100
820.22.2210.6213
Postage
520
520
-
520
520
-
500
820.22.2210.6319
Pool Car Usage
550
550
12
550
550
-
600
820.22.2210.6330
Equipment M & R
500
500
278
750
750
713
800
820.22.2210.6424
Capitalized Lease Expense
1,624
1,624
1,601
2,624
2,624
2,937
2,600
820.22.2210.6429
Amortization Expense
-
-
11,667
-
-
-
-
Subtotal
71,934
64,816
48,648
154,014
179,014
158,867
181,400
Capital Assets
820.22.2210.7700
Capital Projects
-
-
-
310,000
-
-
-
Subtotal
-
-
-
310,000
-
-
-
Allocated Costs
820,22.2210,8101
Admin & Overhead
59,420
59,420
53,191
-
-
-
-
Subtotal
59,420
59,420
53,191
-
-
-
-
Grand Total
482,158
475,040
455,215
981,668
696,668
686,985
566,500
rue - - 487,273 310,000 - 40,600 42,000
as&Benefits
350,804
350,804
353,376
517,654
517,654
528,118
385,100
anance & Operations
71,934
64,816
48,648
154,014
179,014
158,867
181,400
red Costs
59,420
59,420
53,191
-
-
-
-
ilOutlay
-
-
-
310,000
-
-
-
Expenditures
482,158
475,040
455,215
981,668
696,668
686,985
566,500
383
Fund: West Covina Housing Authority
Department: Community Development
Division/Program: Housing Preservation Loan Program (820-2240)
REVENUE
Grand Total
as & Benefits - - - - - - -
3nance 8 Operations - 319,506 67,978 379,396 379,396 42,742 379,400
ted Costs - - - - - - -
ilOutlay - - - - - - -
Expendilures 319,506 67,978 379,396 379,396 42,742 379,400
K-E!
Fund: West Covina Housing Authority
Department: Community Development
Division/Program: First Time Homebuyer Program (820-2241)
REVENUE
as & Benefits - - - -
3nance & Operations - 3,534 3,503 3,534
ted Costs - - - -
ilOullay - - - -
Expendilures - 3,534 3,503 3,534
3,534 1,709
3,534 1,709
3,500
3,500
M-1i
Fund: West Covina Housing Authority
Department: Community Development
Division/Program: Rapid Rehousing/Homeless Programs (820-2255)
EXPENDITURES
Services
Assets
Costs
as & Benefits
3nance & Operations
ted Costs
l Outlay
Expenditures
36,034
lt%$,,
Fund: Successor Housing Agency
Department: Community Development
Division/Program: Transfers (820-9500)
REVENUE
as & Benefits - -
mance & Operations - -
ted Costs - -
ilOullay - 33,000
Expenditures - 33,000
M-YA
Page Intentionally Left Blank
388
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. The capital improvement budget for fiscal year 2021-22 provides $37.7 million for
new 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
• 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
CAPITAL IMPROVEMENT SELECTION PROCESS
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.
The CIP budget for fiscal year 2021-22 is $37,714,300. A list of all the recommended
projects is shown on the following pages.
Ks1-;
SPECIAL COMMENTS
1. 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." The term "expensive" is relative and may appear arbitrary at first;
however, a survey of local cities revealed that the most common dollar figure used
to define a capital asset is $45,000.
2. For FY 21-22, all the CIP projects will be funded from special funds except for the
maintenance of effort required by SB1. The maintenance of effort comes from the
General Fund in the amount of $567,148. These projects include major and
residential streets rehabilitation, sewer main replacement, Citywide park restrooms
improvements, traffic signal modifications or replacement. (Note: In FY 20-21, there
was $4,893,400 of General Fund monies set aside to fund four Capital Projects with
a portion of the work anticipated on being completed in FY 21-22.)
3. There have been increasingly less restricted funds available for CIP projects. Lack
of funding has created an extraordinary challenge for staff due to the numerous
building maintenance projects that need funding. This is particularly troublesome as
many of the City's facilities and equipment are aged and in need of rehabilitation or
replacement. Many of the building projects shown on the attached CIP list have
been on the list for over ten years and continue to be moved to "out years." The
City Hall building needs numerous repairs/improvements; most of the carpet
throughout all departments, ceiling tiles, the roof and skylight — all need to be
replaced. Most of the fire stations need replacement or refurbishment requiring a
significant number of repairs to be funded from the Fire and Public Services
Department's operating budget.
4. 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. The City is
committed to meeting its capital improvement needs in a fiscally reasonable manner
and is aggressively seeking strategic alternatives that will allow the highest level of
service to the residents, visitors, and businesses in the City. Further, staff
continues to search and apply for grants to assist in the funding for capital projects.
0.n;
2021-2026
CAPITAL IMPROVEMENT PROGRAM PROJECT SUMMARY
Order
Category
FY Projected
2020-2021
Five -Year Funding Schedule
Five -Year
Total Program
Unfunded
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
B
BUILDINGS
$1,432,500
$3,369,500
$100,000
$250,000
$100,000
$250,000
$4,069,500
$24,510,000
G
GENERAL
$128,150
$21,280,000
$0
$0
$0
$125,000
$21,405,000
$3,260,000
P
PARKS, PLAYGROUNDS & FIELDS
$470,000
$3,758,600
$0
$0
$340,000
$340,000
$4,438,600
$7,750,000
R
REGIONAL
$20,800
$2,770,400
$200,000
$0
$0
$0
$2,970,400
$1,000,000
SW
SEWER
$2,223,200
$2,392,600
$2,292,600
$2,152,600
$2,000,000
$2,000,000
$10,837,800
$0
S
STREETS AND SIDEWALKS
$2,293,500
$4,577,200
$2,567,200
$2,567,200
$2,642,200
$2,567,200
$14,921,000
$620,000
T
TRAFFIC SIGNALS
$24,000
$566,000
$670,000
$170,000
$270,000
$140,000
$1,816,000
$1,950,000
TOTALS
1 $6,592,1501
$39,714,300
$5,829,800
$5,139,900
$5,352,200
$5,4227200
$60,458,300
$39,090,000
Fund No.
Fund Description
FY 20-21
FY 21-22
110
GF = General Fund
$567,200
$567,200
(Gen Fund MOE)
124
GT=Gas Tax
$177,400
$330,000
128
TDA= Transportation Development Act
$0
$70,000
131
CDBG= Community Development Block Grant
$317,200
$1,700,000
140
STPL=STP Local
$17,600
$2,479,200
143
LA Co Park Bond / Prop A
$30,000
$550,000
160
CIP= Capital Improvement Projects
$1,215,300
$3,678,100
(Gen Fund Transfers)
162
SB 2= Information Technology
$30,000
$280,000
169
Park Acquisition
$0
$200,000
172
PDF C- Orangewood
$0
$400,000
179
CIP -LRB 2020
$0
$21,000,000
(Gen Fund Transfers)
188
Citywide MD = Maintenance District
$0
$500,000
189
Sewer =Sewer Fund
$2,223,200
$2,392,600
197
Measure W = Stormwater Improvement Fund
$0
$920,000
205
PEG Fund
$98,150
$0
224
Measure
$3,200
$1,141,200
(city of Covina reimb$38,616)
235
Measure
$72,900
$606,000
236
Measure,A
$340,000
$400,000
237
SBS=Senate Bill
$1,500,000
$1,500,000
$6,592,150
$38,714,300
391
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: BUILDINGS
Project
No.
Description of Item
Cost of Item
Funding Sources
FY PROJECTED
2020-2021
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-2025
1 2025-2026
19003
Restroom Renovation at Senior Center
$217,200
131 CDBG
$217,200
21001
ADA Access- Public Facilities
$400,000
131 CDBG
$100,000
$100,000
$100,000
$100,000
21032
Dispatch Center - New Roof
$60,000
160 CIP (GF Transfer)
$0
$60,000
21033
Energy Effciency Project
$2,805,200
160 CIP (GF Transfer)
$600
$2,804,600
21034
Fire Bldg Improvements
$1,619,600
160 CIP (GF Transfer)
$1,214,700
$404,900
B-1
Replace Emergency Generator at City Hall
$150,000
CT
$150,000
B-2
City Hall -Seismic Retrofit
$250,000
CT
$250,000
TOTAL BUILDING PROJECTS
I $S,S02,0001
1 $1,432,500
$3,369,500
$100,000
$250,000
$100,000
$250,000
UNFUNDED PROJECTS
OF-B
City Yard Back-up Generator
$100,000
OF-B
Dispatch Center Renovation (Roof,
workstations, HVAC)
$500,000
OF-B
Police Building - Forensic Lab Upgrade, Jail,
Detective Bureau, Roof, HVAC
$1,200,000
OF-B
Fire Station 1 - Headquarters Replacement
$15,000,000
OF-B
Fire Station 2 - Renovation (Kitchen, Roof,
Flooring, Bays)
$650,000
OF-B
Fire Station 3 - Renovation (Kitchen, Roof,
Flooring, Bays)
$900,000
OF-B
Fire Station 4 - Renovation (Kitchen, Roof,
Flooring, Bays)
$900,000
OF-B
Fire Station 5 - Renovation (Kitchen, Roof,
Flooring, Bays)
$1,500,000
OF-B
City Hall- Repainting Exterior
$400,000
OF-B
City Hall - Parking Garage waterproofing
and repair
$750,000
OF-B
City Hall- interior remodel
$1,000,000
OF-B
City Hall Parking Lot Resurfacing
$125,000
OF-B
Door Access - Phase ll
$250,000
OF-B
City Council Chamber Seating Replacement
$400,000
OF-B
City Yard Renovations (Parking Lot, Block
Wall and Roof)
$750,000
OF-B
City Hall Replacement & Upgrade of pumps
for Storm Water Lift Station
$85,000
TOTAL UNFUNDED PROJECTS
$24,520,000
K1516
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: GENERAL
Project
No.
Description of Item
Cost of Item
Funding Sources
HPROJECrED
2020-2021
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-202S
2025-2026
17027
Council Chambers Audio System
$98,150
205 PEG
$98,150
$0
21002
Community Development Permitting System
$310,000
162 SB 2 Grant
$30,000
$280,000
G-1
Self Contained Breathing Apparatus
$1,200,000
179 CIP-LRB 2020
$0
$1,200,000
G-2
Police & Fire Portable & Mobile Radios
$3,300,000
179 CIPARB 2020
$0
$3,300,000
G-3
EKG Heart Monitors
$265,000
179 CIPARB 2020
$0
$265,000
G-4
Projects TED from Balance of$20,0D0,0D0
$15,235,000
179 CIP-LRB 2020
$0
$15,235,000
G-5
Financial Software
$1,000,000
179 CIPARB 2020
$0
$1,000,000
G-6
BKK Radio Tower Monitoring System & Improvements
$125,000
Cr
$125,000
TOTAL GENERAL PROJECTS
1 $2 Zii 3,1501
1 $128,150
$21,280,000
$0
$0
$0
$325,000
UNFUNDED PROJECTS
OF-G
Citywide Enterprise Resource Planning software system
$2,000,000
OF-G
Auto Pulse Resuscitation System
$75,000
OF-G
Defibrillators
$250,000
OF-G
Comprehensive Zoning & Subdivision Code Revision
$450,000
OF-G
Fire Dept - Replace Mobile Data Computers
$351000
OF-G
Replace Fire Department Turnout Gear (coats & pants)
$175,000
OF-G
Replace Fire Station Alerting System
$275,000
TOTAL UNFUNDED GENERAL PROJECTS
$3,260,OD0
51191
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: PARKS PLAYGROUNDS AND FIELDS
Project
No.
Description of Item
Cost of Item
Funding Sources
FY PROJECTED
2020.2021
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
DEL NORTE PARK
21004
Dog Park Renovation
$80,000
143 LA Cc Pk/Prop A
$10,000
$70,0W
POUR AND PLAY PLAYGROUNDS
21005
Palmview, Aroma & Walmardo Parks
$500,000
143 LA CO Pk/PrepA
$20,000
$480,000
SHADOW OAK PARK
21027
Shadow Oak Park Playground
$340,WD
236 Measure
$340,000
LARK ELLEN PARK
21028
Lark Ellen House - Design&Demo
$200,000
169 Pk Acquisition
$0
$200,000
CORTEZ SENIOR CENTER
21029
Replacing Sliding Doors at Senior Center
$100,000
131 CDBG
$100,000
SHADOW OAK PARK
21030
Shadow Oak Park Restroom
$408,600
260 CIP IGfttmnkp
$0
$408,600
P-1
GALSTER PARK Playground Improvements
$400,000
236 MeasureA
$0
$400,000
P-2
FRIENDSHIP PARK Park Improvements
$1,000,000
131 CDBG
$0
$1,000,000
P-3
ORANGEWOOD PARK New Restroom
$400,000
172 PDFC
$0
$400,000
P-4
SHADOW OAK PARK NPDES Improvements
$800,000
197 Measure W
$0
$800,000
P-5
GINGRICH PARK Tot Lot Replacement
$340,000
236 Measure A
$340,000
P-6
CALIFORNIA PARK Tot Lot Replacement
$340,000
236 Measure
$340,000
TOTAL PARK PLAYGROUNDS AND FIELDS PROJECTS
$4,908,600
$470,000
$3,758,600
$0
$0
$340,000
$340,000
UNFUNDED PROJECTS
OF-P
Parks security cameras & lighting @ $75,000 each
$1,200,000
OF-P
Shadow Oak Park- lower parking lot & restrooms
$1,500,000
OF-P
Resurfacing of Tennis Courts at Del Norte
$40,000
OF-P
City Parks Restroom Improvements & Upgrades
$1,000,000
OF-P
Resurfacing of Basketball Courts at Gingrich
$40,000
OF-P
Cameron Park Community Center Water Proofing & Retrofit
$295,000
OF-P
Cortez Park - Repair Trash Enclosure & Replace Football
Goal Post
$50,000
OF-P
Del Norte Park - Roof Replacement of Pony Snack Bar,
Demo South West Snack Bar, Dag Park Improvements,
Restroom Improvements, Repair Trash Enclosure
$500,000
OF-P
Friendship Park - Replace Flooring and Interior Paint, Roof
Replacement, Repair Trash Enclosure
$325,0)0
OF-P
Walmardo Park- Resurface Basketball Courts, Restroom
Improvements
$250,000
OF-P
Park drinking fountains, picnic area renovation (ADA,
Covers, tables) Citywide @ $350,000
$2,400,000
OF-P
Paseo Lighting Replacement/Repairs
$150,000
TOTAL UNFUNDED PARK PLYGRNDS FIELDS PROJECTS $7,750,000
KAP!
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: REGIONAL
P
Funding
FY PROJECTED
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
Description of Item
Cost of Item
Sources
2020-2021
19006
$2,500,000
140 STPL
$17,600
$2,479,200
224 Measure R
$3,200
Azusa Ave Street Rehabilitation (North - South City Limits)
La Puente Road/Forecastle- New Traffic Signal with City of
21006
$200,000
224 Measure R
$200,000
Walnut (Walnut is Lead Agency)
21007
Lark Ellen and Grovecenter- Pedestrian Imp with City of
$91,200
224 Measure R
$52,600
Covina (West Covina is Lead Agency)
City of Covina
$38,600
Lark Ellen and Badillo - Traffic Signal Improvements with
R-1
of
County of LA
1100,000
224 Measure R
$200,000
TOT AL PROJECTS
$2,991,200
$20,800
$2,770,400
$200,000
$0
$0
$0
UNFUNDED PROJECTS
OF-R
Synchronize signals regionally - Azusa, Covina, Industry, LA
$1,000,000
County I
TOTAL UNFUNDED GENERAL PROJECTS
$1,000,000
0.1il
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: SEWER
Project
No.
Description of Item
Cost of Item
Funding
Sources
FY PROJECFED
2020-2022
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
17022
2700 Azusa Sewer Lift Station
$2,223,200
189 Sewer
$2,223,200
21008
Sewer System Management Plan Update
$75,000
199 Sewer
$75,000
21009
CIPP Lining Program
$457,800
189 Sewer
$152,600
$152,600
$152,600
21010
Sewer Main Replacement - Portions Glenview Rd,
Michelle St & Azusa Ave
$9,500,000
189 Sewer
$1,500,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
21011
Sewer Main Replacement - Portion of Azusa Ave.
$295,000
189 Sewer,
$295,000
21012
ISewer Main Replacement - Portion of Citrus St.
1 $230,0001
189 Sewer
$230,000
21013
Sewer System Controls&Power - Program
$280,000
189 Sewer
$140,000
$140,000
TOTAL SEWER PROJECTS
1 $13,061,01)(11
1 $2,223,2001
$2,392,600
1 $2,292,6001
$2,152,6001
$2,000,000
I $2,000,000
ilsi"'.
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: STREETS AND SIDEWALKS
Project
No.
Description of Item
Cost of Item
Funding
Sources
FY PROJECTED
1020-2011
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
18032
Residential St Rehabilitation Annual Program FY 17/1E
$48,900
235 Measure
$48,900
20003
Pavement Management Plan Update
$28,800
124 GT
$28,800
20011
Residential St Rehabilitation Annual Program FY 19/2
$148,600
124 GT
$148,600
21014
Annual Concrete Sidewalk & Curb & Gutter Repair
Program
$900,000
235 Measure
$0
$180,000
$180,000
$180,000
$180,000
$180,000
21015
Annual Concrete Sidewalk and Stamped Concrete
Replacement
$350,000
128 TDA
$0
$70,000
$70,000
$70,000
$70,000
$70,000
21016
Median Landscaping
$2,000,000
224 Measure R
$0
$500,000
$250,000
$250,000
$250,000
$250,000
188 CW MD
$0
$500,000
21018
ADA Curb Access Ramp Program
$100,000
131 CDBG
$0
$100,000
21019
Street Lights LED's Conversion Program
$300,000
224 Measure R
$0
$300,000
21020
Residential Street Rehab Annual Program FY 20-21
$2,067,200
GF Transfer (MOE)
$567,200
237 SB1
$1,500,000
21031
Sidewalk Assessment & Repair
$240,000
124 GT
$0
$240,000
S-1
Residential Street RehabiliCation- Annual Program
$30,336,000
GF Transfer IMOE)
SB1
$567,200
$1,500,000
$567,200
$1,500,000
$567,200
$1,500,000
$567,200
$1,500,000
$567,200237
$1,500,000
S-2
Residential CDBG Street Improvements
$500,000
131 CDBG
$0
$500,000
S-3
Catch Basin Cleaning
$120,000
197 Measure W
$120,000
S-4
iPavement Management Plan Update
$75,0001
124 GT
$0
$75,000
TOTALSTREET PROJECTS
$17,214,5001
1 $2,293,5001
$4,577,2001
$2,567,2001
$2,567,200
$2,642,200
$2,567,200
UNFUNDED PROJECTS
OF-S
Christ Lutheran- Left Turn Pocket on Citrus
$50,000
OF-S
Merced/Sunset Avenues - Left Turn
$190,000
OF-5
Merced/Valinda - Left Turn
$190,000
OF-5
Glendora/Merced Avenues - Left Turn
$190,000
TOTAL UNFUNDED STREET PROJECTS $620,000
R&M
CAPITAL IMPROVEMENT PROGRAM
CATEGORY: TRAFFIC SIGNALS
Project
No.
Description of Item
Cost of Item
Funding Sources
FY PROJECTED
2020-2021
Five -Year Funding Schedule
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
18040
Traffic Signal at Cameron/Barranca
$450,000
235 Measure M
$24,000
$426,000
21023
Video Detection Citywide
$250,000
224 Measure R
$50,000
$50,000
$50,000
$50,000
$50,000
21024
Traf Sig Contrllr Rplmnt & Bckp Battery
$420,000
124 GT
$60,000
$90,000
$90,000
$90,000
$90,000
21025
Installation of Traffic Control Devices
$120,000
224 GT
$30,000
$30,000
$30,000
$30,000
T-1
Traffic Signal at Cameron/Citrus
$500,000
235 Measure M
$500,000
T-2
Update Traffic & Engineering Surveys
$100,000
224 Measure R
$100,000
TOTAL TRAFFIC SIGNAL PROJECTS
$1,840,000
$24,0001
$566,0001
$670,0001
$170,000
$270,000
$140,000
UNFUNDED PROJECTS
OF-T
GPS Emergency Pre-emption System
$1,500,000
OF-T
Cameron and Orange -Traffic Signal
Improvements
$450,000
TOTAL UNFUNDED TRAFFIC SIGNALS
$2,950,000
cm-]
2021-22 SCHEDULE OF POSITIONS
FY 18-19
FY 19-20
FY 20-21
FY 20-21
FY 21-22
Amended
Amended
Adopted
Amended
Proposed
CITY COUNCIL & CITY MANAGER
City Manager
1.00
1.00
1.00
1.00
1.00
Assistant City Manager/Public Services Director
0.50
0.50
0.50
0.50
0.50
Assistant City Manager/Community Services
Director
0.50
-
-
-
-
Deputy City Manager
1.00
-
-
-
-
Executive Assttothe City Manager
1.00
1.00
1.00
1.00
1.00
Administrative Assistant II
1.00
1.00
1.00
1.00
1.00
Information Technology Manager
1.00
1.00
1.00
1.00
1.00
IT Analyst I / II
1.00
1.00
1.00
1.00
1.00
Computer Services Technician
-
1.00
1.00
1.00
1.00
Communications Technician
1.00
1.00
1.00
1.00
1.00
Total - City Council & City Manager
8.00
7.50
7.50
7.50
7.50
CITY CLERK
Assistant City Clerk
Deputy City Clerk
FINANCE DEPARTMENT
Finance Director
Assistant Finance Director
Accounting Manager
Purchasing Manager
Management Analyst I / II
Accountant
Accounting Technician
Administrative Assistant I
Senior Account Clerk
Account Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Total - City Clerk 2.00
2.00
2.00
2.00
2.00
Total - Finance Dept
HUMAN RESOURCES DEPARTMENT
Human Resources/Risk Management Director
Management Analyst I / II
Human Resources Technician
Human Resources Analyst I
Administrative Assistant II
1.00
1.00
1.00
1.00
1.00
-
-
-
1.00
1.00
1.00
1.00
1.00
-
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
4.00
4.00
3.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
12.00
11.00
10.00
12.00
12.00
1.00
2.00
1.00
Total - Human Resources Dept 4.00
POLICE DEPARTMENT
Police Chief
Police Captain
Police Lieutenant
Police Sergeant
Police Corporal
Police Officer
Subtotal Swom
1.00
1.00
1.00
1.00
2.00
-
-
-
1.00
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
2.00
6.00
6.00
6.00
6.00
6.00
13.00
13.00
13.00
13.00
13.00
17.00
17.00
17.00
17.00
17.00
60.25
61.00
53.00
53.00
53.00
99.25
100.00
92.00
92.00
92.00
399
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Amended Amended Adopted Amended Proposed
Police Administrative Services Manager
1.00
1.00
1.00
1.00
1.00
Police Records Supervisor
1.00
1.00
1.00
1.00
1.00
Criminal Justice Research Analyst
1.00
1.00
1.00
1.00
1.00
Code Enforcement Supervisor
1.00
1.00
1.00
1.00
1.00
Code Enforcement Officer
1.00
-
-
-
-
Senior Administrative Assistant
2.00
2.00
2.00
2.00
2.00
Administrative Assistant 1
1.00
1.00
1.00
1.00
1.00
Victim Advocate
1.00
1.00
1.00
1.00
1.00
Forensic Specialist
1.00
-
-
-
-
Community Services Officer
10.00
11.00
11.00
11.00
11.00
Lead Jailer
1.00
1.00
1.00
1.00
1.00
Jailer
6.00
6.00
6.00
6.00
6.00
Records Specialist II
4.00
4.00
4.00
4.00
4.00
Records Specialist 1
6.00
6.00
6.00
6.00
6.00
Subtotal Admin Services, Records, Jail
37.00
36.00
36.00
36.00
36.00
Software Development Manager
1.00
1.00
1.00
-
-
Senior Software Developer
2.00
2.00
1.00
Software Developer
6.00
6.00
3.00
-
-
User Support Specialist
1.00
1.00
1.00
1.00
1.00
Subtotal West Covina Service Group
10.00
10.00
6.00
1.00
1.00
Communications Manager
1.00
1.00
1.00
1.00
1.00
Communications Supervisor
4.00
4.00
4.00
4.00
4.00
Senior Communications Operator
4.00
4.00
4.00
4.00
4.00
Public Safety Dispatcher
10.00
10.00
10.00
10.00
10.00
Subtotal Dispatch
19.00
19.00
19.00
19.00
19.00
Total -Police Dept
165.25
165.00
153.00
148.00
148.00
Iy1:7a1Ug9_1:il�rilq.l�
Fire Chief
Assistant Fire Chief
Fire Captain
Fire Engineer
Firefighter/ Paramedic
Firefighter
Subtotal Sworn
Fire Marshal
Fire Protection Specialist
Management Analyst I / II
Senior Administrative Assistant
Administrative Aide
Senior Account Clerk
Subtotal Non Swom
Total - Fire Dept
COMMUNITY DEVELOPMENT DEPARTMENT
Commmunity Development Director
Planning Manager
Senior Administrative Assistant
Planning Assistant
Planning Associate
Subtotal Planning
1.00
1.00
1.00
1.00
1.00
3.00
3.00
3.00
3.00
3.00
15.00
15.00
15.00
15.00
15.00
15.00
15.00
15.00
15.00
15.00
33.00
33.00
33.00
33.00
27.00
3.00
3.00
3.00
3.00
9.00
70.00
70.00
70.00
70.00
70.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
5.00
5.00
5.00
5.00
75.00 75.00 75.00 75.00 75.00
1.00
1.00
-
-
-
1.00
1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
1.00
1.00
-
5.00
4.00
4.00
4.00
4.00
SQC
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Amended Amended Adopted Amended Proposed
Senior Administrative Assistant
1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1
1.00 1.00 1.00 1.00 1.00
Subtotal Administration
2.00 2.00 2.00 2.00 2.00
Building Official
1.00 - - - -
Building Inspector
2.00 - - - -
Building Permit Technician
2.00 - - - -
Subtotal Building
5.00 - - - -
Assistant City Engineer
1.00 - - - -
Public Works Project Supervisor
1.00 - - - -
Civil Engineering Assistant
1.00 - - - -
Engineering Technician
1.00 - - - -
Subtotal Engineering
4.00 - - - -
Code Enforcement Manager 1.00 1.00 1.00 1.00
Code Enforcement Supervisor 1.00 1.00 1.00 1.00
Subtotal Code Enforcement 2.00 2.00 2.00 2.00
Economic Dev/Housing Manager
1.00
1.00
1.00
1.00
1.00
Econ Dev Project Coordinator
1.00
1.00
1.00
1.00
1.00
Economic Dev Specialist
1.00
1.00
1.00
1.00
1.00
Subtotal Economic Development
3.00
3.00
3.00
3.00
3.00
Total - Community Development Dept
19.00
11.00
11.00
11.00
11.00
PUBLIC SERVICES DEPARTMENT
Assistant City Manager/Public Services Director
0.50
0.50
0.50
-
-
Public Services Manager
1.00
1.00
1.00
1.00
1.00
Public Services Superintendent
1.00
1.00
1.00
1.00
1.00
Management Analyst I / II
2.00
1.00
1.00
1.00
1.00
Recreation Services Supervisor
1.00
1.00
1.00
1.00
1.00
Administrative Assistant 11
2.00
2.00
2.00
1.00
1.00
Administrative Assistant 1
1.00
1.00
1.00
2.00
2.00
Senior Account Clerk
1.00
1.00
1.00
1.00
1.00
Head Cook
1.00
1.00
1.00
1.00
1.00
Community Services Coordinator
2.00
2.00
2.00
2.00
2.00
Operations Technician
1.00
1.00
1.00
1.00
1.00
Subtotal Admin and Recreation
13.50
12.50
12.50
12.00
12.00
Maintenance Services Supervisor
1.00
1.00
1.00
1.00
1.00
Building Maintenance Leadworker
1.00
1.00
1.00
1.00
1.00
Electrician Leadworker
1.00
1.00
1.00
1.00
1.00
Electrician II
1.00
1.00
1.00
1.00
1.00
Equipment Operator
1.00
1.00
1.00
1.00
1.00
Maintenance Leadworker
3.00
3.00
3.00
3.00
3.00
Maintenance Worker I 111 / III
6.00
6.00
6.00
6.00
6.00
Contract Coordinator
1.00
1.00
1.00
1.00
1.00
Fleet Services Coordinator
1.00
1.00
1.00
1.00
1.00
Subtotal Maintenance
16.00
16.00
16.00
16.00
16.00
Total - Public Services Dept
29.50
28.50
28.50
28.00
28.00
GRAND TOTAL 314.75 304.00 291.00 287.50 287.50
*All positions listed are authorized; not budgeted
:101
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402
GLOSSARY OF TERMS
Appropriation - Legal authorization granted to the City Manager by the City Council to expend
monies, and/or to incur legal obligations for specific departmental purposes. An appropriation is
usually limited in amount, as well as to the time when it may be expended.
Assessed Valuation - A dollar value placed upon real estate or other property by Los Angeles
County as a basis for levying property taxes.
Balanced Budget - A budget in which current revenues equal recurring expenditures.
Beginning Fund Balance - Fund balance available in a fund at the end of the prior fiscal year for
use in the following fiscal year.
Bond - A city may raise capital by issuing a written promise to pay a specified sum of money,
called the face value or principal amount, at a specified date or dates in the future, together with
periodic interest at a specific rate.
Budget Amendment - A revision of the adopted budget that, when approved by the City Council,
replaces the original provision. Budget amendments occur frequently throughout the fiscal year,
as spending priorities shift.
Budget Message - A general discussion of the proposed budget as presented in writing by the City
Manager to the City Council. The message contains an explanation of the principal budget items
and summarizes the proposed budget relative to the current year adopted budget.
Capital Improvement Program - A financial plan of proposed capital improvement projects and
the means of financing them for a given period of time.
Capital Expenditures - A budget category which budgets all equipment having a unit cost of
more than $5,000. Capital outlay items are budgeted in the operating budget.
Cash Basis of Accounting - A method of accounting in which revenues are recorded only when
cash is received and expenditures are recorded only when payments are made. Since payments
can be delayed to the next fiscal year, cash basis can result in an inaccurate picture of the financial
condition of a fund. To be in conformance with Generally Accepted Accounting Principles
(GAAP), local governments must use the accrual basis, rather than the cash basis of accounting.
Chart of Accounts - A chart that assigns a unique number to each type of transaction and to each
budgetary unit in the organization. The chart of accounts provides a system for recording revenues
and expenditures that fits the organizational structure.
Debt Service - Annual principal and interest payments owed on money that has been borrowed.
Department - An organizational unit comprised of divisions or programs. It is possible for a
department to be comprised of only one division.
Disbursement - Payment for goods or services that have been delivered and invoiced.
Division - An organizational unit consisting of programs and/or activities within a department
which furthers the objectives of the City Council by providing services or products.
Encumbrance - Financial commitments related to unperformed contracts for goods or services
for which part of an appropriation is reserved. They cease to be encumbrances when the obligations
are paid or otherwise terminated.
Enterprise Fund - A type of fund established to account for the total costs of those governmental
facilities and services which are operated in a manner similar to private enterprises. These funds
are entirely or predominately self-supporting.
Fiscal Year - A twelve-month period of time to which the budget applies. For the City of West
Covina, it is Julyl through June 30.
Fund - An independent fiscal and accounting entity used to record all financial transactions related
to the specific purposes for which the fund was created. There are five major types of funds:
General, Special Revenue, Capital Projects, Enterprise Funds, and Fiduciary Funds.
Fund Balance - The amount of financial resources immediately available for use. Generally, this
represents the excess of current assets over current liabilities.
Gann Appropriations Limit - Article XIIIB of the State constitution was amended by Proposition
4 (Gann initiative) in 1979. Article XIIIB limits growth in the spending of tax proceeds
appropriated in the "base year" of 1978-79 times the product of the allowable annual percentage
change in a cost -of -living factor and the allowable annual percentage change in a population
change factor. The cost -of -living factor is the larger of the annual percentage change in the State
per capita personal income or the annual percentage change in the local non-residential assessed
valuation due to new construction. The population change factor is the larger of the annual
percentage change of the jurisdiction's population or the annual percentage change of the county
in which the jurisdiction is located.
Generally Accepted Accounting Principles - Uniform minimum standards used by state and
local governments for financial recording and reporting; established by the accounting profession
through the Governmental Accounting Standards Board (GASB).
General Fund - The primary fund of the City used to account for all revenues and expenditures
of the City not legally restricted as to use. Examples of departments financed by the General Fund
include City Council, Finance, Police and Fire Departments.
Grant - Contributions or gifts of cash or other assets from another governmental entity to be used
or expended for a specific purpose, activity, or facility.
Cf9b!
Infrastructure - The underlying foundation or basic framework of a system or organization, such
as the roads, sewers, water lines, and storm drains.
Interfund Transactions/Transfers - These budgetary transactions consist of quasi -external
transactions which would be treated as revenues and expenditures if they involved organizations
external to the governmental unit, reimbursements of expenditures initially made in one fund
which are attributable to another fund, and operating transfers where monies are appropriated from
one fund to another fund to reimburse expenses which are of benefit to the first fund.
Quarterly Financial Reports - Quarterly comparisons of budgeted with actual revenues and
expenditures to date. These reports provide decision makers with an early warning of impending
expenditure overruns or revenue shortfalls.
Modified accrual basis of accounting - A form of accrual accounting in which (1) the
expenditures are recognized when the goods or services are received and (2) revenues, such as
taxes, are recognized when measurable and available to pay expenditures in the current accounting
period.
Operating Budget - A financial, programmatic and organizational plan for furthering the goals of
the City Council through the departments of the City, which does not include one-time capital
improvement projects.
Performance Budget - A budget that includes (1) performance goals and objectives (2) demand,
workload, efficiency, and effectiveness measures for each government program.
Performance Measures - Indicators used in budgets to show, for example, (1) the amount of work
accomplished, (2) the efficiency with which tasks were completed, and (3) the effectiveness of a
program.
Purchase Order - An agreement to buy goods and services from a specific vendor, with a promise
to pay on delivery.
Reimbursements - Payments of amounts remitted on behalf of another party, department, or fund.
They are recorded as expenditures or expenses in the reimbursement fund and as reductions of the
expenditure or expense in the fund that is reimbursed.
Reserve - An account that is used to earmark a portion of the fund balance as legally segregated
for a specific use.
Salary Savings - The reduced expenditures for salaries that result from department restructuring
or keeping positions vacant.
Unassigned Fund Balance - Money left over from prior years that is not committed for other
purposes and can be allocated in the upcoming budget.
C191i
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406
ATTACHMENT NO.2
CITY OF WEST
COVINA FIRE
DEPARTMENT
SERVICE DELIVERY
REVIEW
City of West Covina Fire Department Service Delivery Review
Table of Contents
ExecutiveSummary.......................................................................................................................2
ProjectScope..................................................................................................................................2
ResearchModality.........................................................................................................................3
NationalStandards for Fire Departments..................................................................................3
National Fire Protection Association(NFPA).............................................................................4
InsuranceServices Office (ISO) Rating......................................................................................5
Occupational Safety & Health Administration Two -In, Two -Out Standard
..........................5
Current Assessment of the of the West Covina Fire Department.............................................5
Current WCFD Budget(2020-2021)............................................................................................6
LaborRelations.............................................................................................................................7
EmployeeRecruitment..................................................................................................................7
ResponseData Review..................................................................................................................7
Table #1 WCFD Two-year Response Data.................................................................................8
CurrentWCFD Deployment Model............................................................................................8
Table #2 WCFD Fire Stations, Apparatus and Staffing............................................................9
AdministrativeStaff......................................................................................................................9
WCFDFire Prevention.................................................................................................................9
Table #3 WCFD Fire Prevention Inspections...........................................................................10
Table #4 Fire Prevention Plans Review ..........
10
WCFDFire Stations....................................................................................................................10
WCFDApparatus and Equipment............................................................................................10
WCFDTraining Program..........................................................................................................11
CurrentDispatch Services..........................................................................................................12
Long Range Planning
12
City of West Covina Service Delivery........................................................................................13
ContractDispatch Services.........................................................................................................18
NextSteps.....................................................................................................................................18
Conclusion....................................................................................................................................19
Glossary and Organizational Descriptions...............................................................................19
City of West Covina Fire Department Service Delivery Review
Executive Summary
The City of West Covina has engaged the services of Messina and Associates to provide a high-
level review of the current fire and emergency services provided by the West Covina Fire
Department (WCFD) and explore viable options and provide information regarding the
feasibility and recommended steps that the City will need to consider should it choose to
continue to provide fire and emergency services. The California State Auditor in its December
2020 report "City of West Covina: Its Deteriorating Financial Situation Threatens Its Fiscal
Stability and Its Ability to Provide Services" recommended that the city address the excessive
cost currently incurred providing fire and emergency medical services.
As indicated, the triggering event that has driven this review of fire and rescue services is a severely
strained City budget. Since the uniformed services represent a large percentage of any municipal
budget, it is logical to review those services and consider what options are available to provide
those services going forward.
Ultimately, the decision on what fire and rescue services will look like will depend on what the
budget can bear and if changes are desired, what level of service are the citizens willing to accept
and pay for.
Project Scope
The purpose of this service review is to provide a high-level overview of the current state of the
WCFD and to explore options for the City Leadership to consider in moving forward. The report
will examine the pathway of continued service delivery by the City's Fire Department, next steps
to gather data for optimum decision making and provide some high-level insights for consideration
of a regional provider.
The City of West Covina currently provides full -service fire protection and emergency medical
services through its own Fire Department. Budget issues and operational challenges within the
WCFD have prompted the City to engage in a critical review of the current services and the
feasibility of continuing to provide services by the City. To consider all options, the City requested
and paid for a proposal from the Consolidated Fire Protection District of Los Angeles County
(CFPD) for fire protection and emergency medical services under a fee for service arrangement.
This report does not address the option of contracting to the CFPD as their proposal stands on its
own merits as to what service level the CFPD will provide and at what cost.
This report will explore changes that can be made within the WCFD option that can result in
improvements in the services delivered to West Covina residents and significant organizational
and structural improvements for the WCFD.
This overview will provide some level of data and education by which the City Leadership can
make a more informed decision on potential service model choices regarding the delivery of
fire/emergency protection services. As a high-level look into fire/emergency services, this
2
City of West Covina Fire Department Service Delivery Review
document is intended to identify next steps necessary in restructuring of the WCFD. Mostly this
report is provided as an educational document to guide decision making and inform the reader
about fire/emergency services. Regardless of the direction the City of West Covina chooses,
further detailed financial and operational exploration will need to occur.
Research Modality
The development of this report involved stakeholder interviews including the West Covina
Firefighter Association (WCFA), West Covina Fire Management Association (WCFMA), the Fire
Chief, the City Manager and the City Council. All interviews were conducted to gain an
understanding of the current issues facing the WCFD and the City. A review of basic response
data, current agreements, contracts, and financial data provided by the City,
Based on the limited scope of the project it is imperative to understand that the interview
process, data and fiscal analysis, as well as contract and document review were completed with
the goal of providing a high-level broad -based review of the WCFD and the actions presented for
the council's consideration. While some level of detail is provided within this report, further
detailed examination of options for a final plan of action will be necessary to ensure all fiscal,
legal, and operational issues are identified and appropriately addressed.
At the end of the report there is a glossary of terms and organizational descriptions that are intended
to provide clarity in the discussions relative to the specific operations of the WCFD, the overall
Fire Service community, and the organizations that either influence or regulate the Fire Service
and the methods of delivery of emergency medical care.
National Standards for Fire Departments
Currently there exists no regulations that provide a requirement for an Authority Having
Jurisdiction (AHJ) to provide fire/emergency services at a specified minimum level of staffing
There are several industry standards that do provide guidelines for an AHJ which provide
recommended minimums of personnel and equipment needed to safely operate on fire
suppression incidents or medical emergency calls. Note the word "recommended" vs. required.
With the exception of health and safety regulations, the level of staffing and what kind of service
a city's fire department provides ultimately is decided upon by the governing AHJ.
In metropolitan areas of Los Angeles, Orange, Riverside, San Bernardino and Ventura Counties,
the generally accepted minimum staffing for an engine company is three firefighters and four
firefighters for truck/quint companies. In more rural counties, staffing may be less. These
regional staffing minimums are an important consideration when it comes to Automatic Aid or
Mutual Aid where there is an expectation of reciprocal levels of service.
The staffing minimums for a local city's Fire Department are directly influenced by standards
published by trade associations such as the National Fire Protection Association (NFPA), the
insurance industry (Insurance Services Office or ISO) and regional expectations or agreements.
City of West Covina Fire Department Service Delivery Review
In the final analysis though, the size of the fire department, its staffing, and the services a fire
department provides is a local decision. It comes down to what level of service the citizens want
and what they are willing to pay for.
National Fire Protection Association (NFPA)
To provide some context, a brief discussion of the industry standards regarding the deployment
of career fire service departments is warranted. The NFPA has developed a comprehensive
library of standards relating to the delivery of fire protection services by an AHJ. These
standards cover a broad scope of fire service activities.
The NFPA Standard that describes fire service staffing is NFPA 1710 -Standard for the
Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations,
and Special Operations to the Public by Career Fire Departments.
While NFPA 1710 describes recommended staffing for individual companies, it also
recommends the number of firefighters needed for fire responses (alarms) for differing
construction types ranging from single family residential structures to high-rise or industrial
buildings. The current recommendation of NFPA 1710 is that there be a minimum of 17
firefighters on scene to control a well -established fire in a residential structure. All those
firefighters need to arrive within 8 minutes for maximum effectiveness.
Since the majority of structures within the City of West Covina are single family homes, the
NFPA recommendation of 17 firefighters for an alarm is a good starting point. The number of
firefighters on duty daily in West Covina is 23 which meets the NFPA 1710 recommendation
with some reserve capacity should there be multiple calls occurring simultaneously.
As previously indicated, the NFPA recommends staffing levels for more complex fires as well.
Should a fire occur in one of those structure types requiring more firefighters, those additional
personnel are accessed through Automatic Aid Agreements or Mutual Aid Agreements with
neighboring fire agencies (specifically the CFPD which surrounds West Covina).
Currently the WCFD provides staffing and services consistent with regional minimums. Other
organizations such as the Los Angeles Fire Department (LAFD) provide significantly more
firefighters on their equipment than the WCFD, but at considerably greater cost per company.
Relative to medical emergencies, NFPA 1710 recommends a tum-out time (time from call
receipt at the fire station until emergency units are rolling) of one minute and a travel time of
four minutes for an emergency medical services (EMS) response. This is time is similar to the of
the American Heart Association's recommendations for cardiac emergencies. Staffing for a
medical emergency varies even in Los Angeles County and surrounding areas depending on
what delivery model the AHJ has selected.
4
City of West Covina Fire Department Service Delivery Review
Insurance Services Office (ISO) Rating
Another factor a community should consider while deciding on a level of fire protection a
community wishes to employ is the ISO rating. The ISO considers a number of factors when
setting insurance rates for a city or given community including:
• Number of and distance between fire stations
• Apparatus capability and equipment inventory
• Fire Company Staffing
• Dispatch system
• Local water system
• Department's training program
• Fire prevention and community education programs
All of these factors are weighted and scored. That score is used by most insurance companies to
establish insurance rates for both residential and commercial customers.
A good contrasting example of the ISO rating system is the LAFD which has an ISO rating of
Class 1 (best possible raring). The LAFD's score is not surprising considering the department's
high fire station density, high staffing levels on apparatus, and a robust training program. They
also have an excellent dispatch/communications system. The communities surrounding West
Covina are typically Class 3 and the City of West Covina itself is also a Class 3.
Occupational Safety & Health Administration Two -In, Two -Out Standard
There are numerous OSHA regulations that impact Fire Department operations, but none that
have had as much impact on operations or been as controversial than two in/two out. As part of
the OSHA Respiratory Standard 29, CFR 1910.134, Fire Departments are required to have on
scene a minimum of four firefighters be ore initiating an interior attack on a structure fire. Two
firefighters can constitute an interior fire attack team while two firefighters must be outside,
ready as an emergency back-up rescue team. There are significant exceptions to the policy such
as for an immediate rescue in a life -threatening situation, but these circumstances are considered
rare and must be well documented for the exemption to apply.
Current Assessment of the of the West Covina Fire Department
The WCFD has been providing fire and EMS services for the City of West Covina since 1951.
The Department provides ALS/BLS services (the most frequent call type) including ambulance
transportation, fire suppression, fire prevention, and fire cause investigations.
Over the last several years, both the City and the WCFD have been facing economic challenges in
sustaining the delivery of fire and EMS at the current level. These issues are not dissimilar to the
challenges faced by many cities and localities throughout California. All governmental
organizations have seen budgets strained by increasing pension liabilities, difficulty with
recruitment, increased regulatory burdens, and expanding community expectations. Most recently,
City of West Covina Fire Department Service Delivery Review
the COVID-19 pandemic has increased calls for service, increased worker's compensation claims,
increased sick leave use and decreased tax revenues.
The primary issue currently facing City Leadership is fiscal sustainability of the City at large and
the WCFD specifically. Since uniformed services (fire & police) represents a large percentage of
the City's budget, this fiscal emergency directly effects all aspects of the WCFD operations
including personnel recruitment/retention and labor/management relations. The labor unit has
also expressed concerns over the health and safety of its members relative to issues within the
WCFD fire stations and an inadequate training and safety program.
Current WCFD Budget (2020-2021)
The 20/21 budget for the WCFD is $20,021,267. Of that budget, 89% is committed to salaries
and benefits and 11 % is designated for materials and services. The final December budget
numbers for 2020 were worse than expected, complicated by the COVID-19 shutdowns, making
the City's financial position more dire than previously anticipated.
During meetings with City leadership, the high cost of overtime/backfill was a reoccurring
concern. Last year the overtime costs were over $1.5 million more than budgeted.
The City previously attempted to reduce overtime costs by filling all vacant firefighter positions.
This effort was successful in stabilizing anticipated backfill but did little to reduce overall costs.
Contributing to additional backfill/overtime was a significant number of firefighters off duty
with worker's comp injuries and higher than anticipated sick leave usage.
In the Fire Service, overtime (backfill is a more accurate term) is required to maintain an agreed
upon level of staffing throughout the organization. In the WCFA MOU the minimum daily
staffing is 23 firefighters on duty. This is referred to as a "readiness model" and could be
compared to a standing army. As vacancies in the force occur, whether by benefit time use,
injuries, employee separations or fire line assignments, those positions are backfilled by off duty
personnel to maintain a base level of staffing and readiness.
The actual overall cost of this standing force is relatively easy to predict. By adding up salaries
and benefits, the cost of vacation hours, an estimate of worker's comp time based on a historical
average, and a historical average of sick leave use, provides a pretty accurate budget projection.
Adding to the direct Fire Department personnel costs are the many support and service functions
that are imbedded in other departmental budgets and you have a clear view of what the Fire
Department budget should look like. As an example, 27% of the Human Resources budget
($109,000) is committed to the Fire Department. Another significant unlisted cost is for dispatch
services. In cities that have combined Fire/Police dispatch services such as the West Covina,
dispatcher turnover is typically high. The cost of employee turnover is a direct financial impact
on the PD budget.
Cl
City of West Covina Fire Department Service Delivery Review
Labor Relations
In discussions with WCFD line personnel, it was obvious that the firefighters have a sense of
pride in their Fire Department and that they like their City. While they have significant
frustrations with the state of the facilities and support systems, they don't necessarily view the
WCFD as irreparable.
While pay and benefits have been factors in the West Covina Firefighter's Association (WCFA)
desire to transition away from the WCFD, compensation has not necessarily been the prime
motivation to seek other options. The WCFA feels that they have made significant concessions
to support the City through the decommissioning of Engine 4 and deferring pay raises. The
WCFA also cites working in substandard facilities, operating worn out apparatus, poor support
systems like dispatch and a lack of training and safety programs as significant concerns.
The WCFA also recognizes that for many of their members, transifioning to a regional provider
will result in a loss of rank and no input as to where they will be initially stationed within the
regional system. Conversely, some members of the City Council have expressed concerns about
the lack of collaboration on the part of the fire union in assisting with the current budget crisis.
Employee Recruitment
The fire service is experiencing a serious change in the landscape of attracting, preparing, hiring,
and onboarding new employees. This is an issue that is affecting the industry as a whole, but it
particularly affects smaller agencies that have high certification standards (paramedic
certification/fire academy completion) for entry level positions such as the case with the WCFD.
From 2008 to 2019, the WCFD had 15 Firefighter/Paramedics leave for employment with other
agencies. Those fifteen are in addition to several more employees that were discharged during
probation or laid -off and took positions with other departments and declined offers of
reemployment. In all, 24 Firefighter/Paramedics left employment with the WCFD.
Since the COVID-19 pandemic, many of the larger Southern California fire departments have had
their recruiting efforts at idle; this is currently changing. As those recruitments progress, the
WCFD's ability to retain and recruit Firefighter/Paramedics will be challenged.
Response Data Review
For the purposes of this report, there was only a cursory look at the last two years of responses
based on data provided by the WCFD. Prior to embarking on any significant service modifications
to the WCFD, it would be wise to engage in a deeper and more detailed review of the actual
response data on a station -by -station basis. A detailed Standards of Response Coverage
assessment (SOC) will identify problematic areas in the city causing extended response times and
current vs. most advantageous station locations. In addition, the SOC will assess the apparatus
fleet's condition, effectiveness of vehicle and facilities maintenance programs, training and safety
programs and dispatch center processes.
7
City of West Covina Fire Department Service Delivery Review
Once a detailed SOC is completed clearer specific data driven options will be more readily
apparent. During the interview process some council members indicated a desire to explore more
innovative and creative options for the provision of fire and EMS for the WCFD. Some ideas
which may be supported by an SOC include:
• Moving from a constant staffing model to a peak staffing model
• Rightsizing apparatus to fit the identified and proven historical need
• Exploring shifts other than the 24-hour model
• Employing technological (software, etc.) to increase organizational agility
This are just a few examples of what the vanguard of fire and EMS in progressive environments
are exploring and implementing.
The table below shows the average number of responses broken down by the three most
important categories: Fire Calls, EMS/Rescue, and Miscellaneous Call Types. Miscellaneous
Calls include false alarms, canceled responses, good intent calls, service calls, and are combined
as one category for simplicity. Incident data was based on the NFIRS (National Incident
Reporting System) historical reporting data collected and provided by the WCFD.
As a rough average, the WCFD handles approximately 25 calls per day which is a light load for a
five -station department. A detailed SOC might suggest some deployment efficiencies that will
better utilize resources and reduce costs.
Table #1 WCFD Two-year Response Data
Incident Type I FY 2018-2019 FY 2019-2020
Fire 1 151 1 188
EMS 16,463 16,185
Miscellaneous 12,592 12,496
Current WCFD Deployment Model
In its current configuration the WCFD provides service from five fire stations, operating four
Engine Companies, a Track/Quint Company, and three Rescue Ambulances (RAs) protecting
approximately 16 sq. miles. All of the Engine Companies are staffed with three personnel (Captain,
Engineer, Firefighter) and the Truck/Quint company is staffed with four (Captain, Engineer, two
Firefighters). The RAs are staffed with two Firefighter/Paramedics.
H
City of West Covina Fire Department Service Delivery Review
All companies typically function as Paramedic Assessment Units (PAUs) which are able to provide
preliminary Advanced Life Support (ALS) care prior to the arrival of an RA. While the PAU
Paramedic is typically a Firefighter/Paramedic in rank, the function may also be provided by an
Engineer or a Captain that have retained their Paramedic License.
Table #2 WCFD Fire Stations, Apparatus and Staffing
Station Apparatus Type Current Staffing
1
Type 1 Engine (PAU)
Rescue Ambulance (ALS)
5
2
Type 1 Engine (PAU)
Rescue Ambulance (ALS)
Assistant Chief
6
3
Type 1 Engine (PAU)
3
4*
Track/Quint Company (PAU)
Rescue Ambulance (ALS)
6
5
Type 1 Engine (PAU)
3
Total Personnel
23
* Engine 4 has been decommissioned and replaced with Truck/Quint 4
Administrative Staff
As the budget situation in an organization becomes more desperate, the first place that cuts often
occur is in administrative staff. In the case of the WCFD, the administrative staff has been
significantly reduced. The organizational chart of the WCFD lists the Fire Chief performing the
multiple roles of Fire Chief, Fire Marshal and Emergency Manager. The Administrative Captain
and Management Analyst positions are currently vacant. Having these positions vacant for a
short time is understandable but these positions provide important services such as Training and
EMS support.
WCFD Fire Prevention
As previously noted, the Fire Chief is acting in the multiple roles of Fire Chief, Fire Marshal and
Emergency Manager. There is also a full time Fire Inspector and a part-time Fire Inspector.
Initial plan check services are performed by an outside contract firm and then plans receive a
final review at the WCFD.
The Fire Inspectors and Engine Companies perform approximately 500 technical or state
mandated inspections per year. There are approximately 2500 additional non -technical and non -
state mandated business inspections that are not routinely inspected. Many of those businesses
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City of West Covina Fire Department Service Delivery Review
have sprinkler systems and other systems that require testing and inspection. A robust Fire
Prevention inspection and education programs are a factor in the City's ISO rating.
Clearly the Fire Prevention effort in West Covina is under performing. In addition, there is the
opportunity for the City to implement an inspection fee program that would help fund a more
robust effort.
Table #3 WCFD Fire Prevention Inspections
Inspection Type
FY 2018-2019
FY 2019-2020
State Mandated Inspections
180
175
Fueling Stations
21
19
Places of Assembly
145
126
Repair Garages
37
36
To
383
356
Table #4 Fire Prevention Plans Review
Plan Submittal
FY 2018-2019
FY 2019-2020
Architectural
130
114
Fire Protection Systems
87
132
Total
217 A
246
WCFD Fire Stations
The current WCFD stations were constructed during the decades between the early 1950s
through the 1990s. The operational needs of fire stations have evolved significantly even since
the last station (Station 2) was constructed in 1995. The current facility designs did not anticipate
a gender diverse work force. EMS is the dominating role of the Fire Department today but the
facilities are poorly equipped to meet that mission. Lastly, job related cancer has become a major
issue in the Fire Service. Research has found that toxic exposures from the apparatuses, from the
fire stations themselves and from operational practices contribute to these exposures.
WCFD Apparatus and Equipment
There is currently no programed schedule or plan for the replacement of fire apparatus and high
value equipment. While there is no specific national standard for apparatus replacement,
common practice is that front line engines are operated for 10-12 years and then rotated into
reserve status for an additional five years. This schedule ensures fire apparatus is reliable and
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City of West Covina Fire Department Service Delivery Review
current with industry safety standards. Several apparatuses exceed these recommendations.
Support vehicles are assessed on their milage and operational condition and several are past their
useful life.
Fire engines and ladder trucks are a substantial investment for any Fire Department. Their long-
term serviceability and reliability are wholly dependent on a solid preventative maintenance
program (PM) and highly qualified mechanics that know the intricacies of maintaining fire
apparatus. Currently there is no formal PM program and no qualified fire apparatus mechanics in
the City.
In addition to fire apparatus, there is other critical equipment that should be on a scheduled
replacement cycle. Examples are:
• A new set of turnout gear should be provided to every firefighter every five years. Their
old set is then held as a spare set for another five years and then decommissioned. Very
recently two new sets of turnout gear were purchased for all members as a result of a
safety complaint. Five years from now, one set of turnouts per firefighter should be
replaced.
• All of the current self-contained breathing apparatuses (SCBA) are at the end of their
service life and need to be replaced. The manufacturer of the current SCBAs is now out
of business and is no longer supporting the equipment after this year (this is a County-
wide issue as all SCBAs currently in use were purchased through a Homeland Security
grant).
• Defibrillator/EKG monitors need to be replaced every 6-8 years to ensure reliability and
stay current with technology. Much of the current equipment is no longer supported by
the manufacturer due to age and there are no back-up units if one fails.
• Currently, only one RA has an electric gurney for lifting patients into the ambulance.
These devises are very expensive but a worthwhile investment to reduce
Firefighter/Paramedic injuries while handling patients.
All of these lines of equipment owned by the WCFD (with the exception of turnout gear), is in
need of replacement if not immediately, then very soon, representing a significant investment.
WCFD Training Program
There is currently no organized department -wide training program and no Training and Safety
Officer within the WCFD. Manipulative training is accomplished at the individual company
level usually performed behind the fire stations or in business parking lots during off business
hours. For didactic instruction, an online training program is available that provides EMS
continuing education hours, Haz-Mat safety, health and safety, and instruction in numerous other
state and federally mandated topics.
There is currently no facility or dedicated area for the companies to train in beyond very basic
manipulative skills.
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City of West Covina Fire Department Service Delivery Review
Current Dispatch Services
The City of West Covina provides dispatch services through a combination Police/Fire
Communications Center (dispatch). In most combination dispatch centers; dispatchers are trained
as law enforcement dispatchers first. Once they get comfortable in that role, they are introduced
to the Fire Department's operations and procedures.
During firefighting operations, an effective dispatch center provides timely command support
such as assisting with firefighter accountability, handling resource requests and managing an
incident clock (time is a critical factor in the stability of a burning structure. Dispatchers monitor
time for the incident commander for firefighter safety).
The difficulty arises because the two disciplines function very differently during emergencies
and use different nomenclature and procedures. In almost every critical incident review where a
firefighter has been injured or killed, communications breakdowns are frequently a factor. This
can be exacerbated by confused communications between fire resources and a dispatch center
that is poorly versed in fire department operations. In addition, there is not sufficient depth of
dispatchers on duty to commit a dispatcher to coordinate an active emergency incident.
Most modern dispatch centers provide Emergency Medical Dispatch (EMD) which will help the
public with pre -arrival instructions on how to initiate lifesaving care such as how to perform
CPR, control bleeding or clear a choking victim's airway. These pre -arrival instructions often
make the difference between a good or tragic outcome. EMD procedures require additional
dispatcher training and skills. Currently this service is not provided by the PD dispatch center.
Additionally, modern dispatch centers are doing tiered dispatch where dispatchers closely match
resources sent to an incident with the information provided by a caller resulting in the right
resource commitment for that particular incident. The resolution of these shortcomings should be
a high priority for the City.
High turnover of dispatch employees was a reoccurring complaint from the firefighters. Frequent
dispatcher turnover is expensive and it is time consuming to bring dispatchers up to competency,
only to lose them to single role dispatch centers where they will make more money with less
stress. There are certainly combination dispatch centers that are successful and are able to retain
employees. A good example is the City of Laguna Beach Police/Fire Dispatch Center. While
they too have challenges, the dispatchers take pride in learning and serving both Police and Fire
disciplines. The dispatchers are also the highest paid dispatchers in Orange County. Good pay
and benefits have made the difference in employee retention and continuity.
Long Range Planning
Should the City choose to retain Fire and EMS services it would be critical for the City and the
WCFD to perform a series of assessments designed to evaluate the immediate and future needs of
the community as well as provide important information to be utilized in developing effective
plans for the deployment of emergency services. There are two studies that will assist the City
Leadership and the WCFD in developing a plan to structure the department in a more effective
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City of West Covina Fire Department Service Delivery Review
way. These include a Standards of Response Coverage (SOC) and a Community Risk Assessment
(CRA).
These two studies, if done comprehensively by a competent firm will deliver the city and the
WCFD specific information designed to identify the risk factors within the City as well as options
to more effectively deploy resources within the fiscal boundaries and community expectations.
The studies should also include a review of the administrative workload which will assist in
identifying the actual effectiveness, work capacity and needed size of the administrative staff.
The third report that the City should consider is a Master Plan for the WCFD, which is often
provided by the same firm that is completing the SOC and CRA. A Master Plan consists of the
overall long-term goals for the fire department and should be developed in consultation with the
firm, City Leaders and the command staff of the fire department.
Once these studies are completed and the associated reports delivered, an effective Strategic Plan
can be developed for the WCFD. The Strategic Plan is an operational guideline and is typically
developed with the cooperation of the command staff and representatives from all the stakeholder
groups within the organization, along with the information gained from the SOC, CRA and Master
Plan.
City of West Covina Service Delivery
When council members were interviewed for this report, it was expressed that the council
preferred to continue to provide emergency services to the citizens directly by the City if
possible. Based on that strong desire, and if there is budget available to support the provision of
locally provided services, that is usually preferrable.
Below are the challenges that need to be considered if the City chooses to continue to provide the
services directly, and some of the potential remedies.
Challenge: Establishing Trust Between the City Leadership and the Fire Department
Based on interviews with of all the stakeholders including the Labor Unit Executive Board (E-
Board), Command Staff personnel, Fire Chief, City Manager and City Council members, there is
a significant trust deficit between City leadership and the WCFD.
Remedy:
The options for reestablishing trust are limited considering trust is built up over time, and in the
current environment, how to face a looming and very real threat to the City's ability to provide
emergency services, working together to develop a viable plan for the rehabilitation of the WCFD
may help to improve trust.
Challenge: Managing Costs
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City of West Covina Fire Department Service Delivery Review
Any cost reduction from now on will most likely result in cuts in services or benefits. Reductions
in backfill will require modifications of the Firefighter MOU resulting in changes in the delivery
model and/or browning -out or decommissioning companies.
Remedy:
• All operational costs must be more accurately forecasted so that City leadership is not
surprised by unanticipated costs.
• All backfill/overtime not required for maintaining constant staffing or maintaining
employee certifications/qualifications needs to be closely scrutinized.
• Improve the incentives in the MOUfor not using sick leave by increasing the percentage
of sick leave pay -out at retirement
• Consider full implementation of Fair Labor Standard Act (FLSA)
Challenge: Organizational Planning
If the City chooses to continue providing emergency services, there should be agreement between
City Leadership, the community and the WCFA on the direction of the organization and
benchmarks that will affirm success.
Remedy:
For the benefit ofshort- and long-term planning, the first step should be a thorough examination
of the WCFD and the community risk through a SOC study. The study will identify the best options
for station locations that will provide the best response coverage, station staffing, and any internal
consolidations that might result in greater organizational efficiency.
With the completion of the SOC, the City Leadership and the WCFD will need to develop a
Strategic Plan to implement the recommendations of the SOC. The keys to a successful outcome
will not just be the generation of guidance documents but the commitment of funding to hit the
benchmarks in the SOC and Strategic Plan.
Within the Strategic Plan, there should be an imbedded leadership developmentprogram designed
to effectively build the current officers (Captains & ACs) into a cohesive and effective leadership
team. If properly implemented, supported and accepted by the officers, it would provide an
opportunity to start building a positive culture within the WCFD. Additionally, current and more
importantly, future leaders, will have the opportunity to grow with the plan and they will be vested
in the plan's success.
Challenge: Service Delivery Modifications
Should the City choose to close any current fire stations it would need to ensure that an "Automatic
Aid" agreement is in place to cover routine responses. In order to be viable, any Automatic Aid
Agreements need to have reciprocal benefit between all AHJ.
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City of West Covina Fire Department Service Delivery Review
There is often confusion between Automatic Aid and Mutual Aid. Automatic Aid provides for
routine emergency responses by agreement locally whereas the purpose of Mutual Aid is to share
resources during major emergencies, locally, regionally and state-wide.
It has been previously discussed that any major changes in service delivery be considered after a
SOC study has been completed, there are some potential short term service delivery model changes
that may be worthy of consideration.
Remedy:
One change that may be considered is changing the current RA delivery model to delivering
paramedic services using a squad platform consistent with surrounding cities. In that
configuration, two squads would more than likely to be adequate to cover the city. The benefits to
this change include:
• Reduction in force by six positions (reduced through attrition)
• Possible reduction in workers compensation cost because Firefighters would be lifting and
handling patients far less
• Squads would not be stranded out of service at hospitals with BLS level patients waiting
for bed space (AKA: wall time). This is especially critical in this age of COVID-19
• Lower vehicle replacement costs (squads are much cheaper than ambulances)
Medical transportation would be contracted to a private provider and paramedic escortfees would
be shared with the private provider (it would be imperative that the City's 201 Rights be retained.
See glossary). At the conclusion of the SOC study, there may be further opportunities for service
modifications.
Challenge: Shared Dispatch Services
The current shared dispatch model can be modified for the benefit of both the Fire and Police
Departments. The lack of EMD, tiered dispatch and high employee turnover should be addressed.
Remedy:
The City should at a minimum, consider contracting for dispatch services from the CFPD. This
model has proven to be very successful for the La Verne and the La Habra Heights Fire
Departments. The dispatch contract cost is based on a per -call rate and an annual fee for
communications equipment maintenance.
In addition to getting much better support for WCFD operations from the CFPD, creating a single
role PD dispatch center will result in:
• Potential reduction in dispatcher turnover for the PD.
• Reduction in the cost and time required for new dispatcher training. There are major
differences in how the Fire and Police disciplines operate creating the need for additional
training.
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City of West Covina Fire Department Service Delivery Review
• Improved field operations for both Police and Fire. For the PD having dispatchers that
are long term employees that know the city and PD operations is a big operational
advantage. For the Firefighters, having dispatch personnel that understand incident
command systems and have immediate access to additional or specialty resources is vital.
• Opening up the potential for the Police Department to partner with other law enforcement
agencies to combine dispatch centers. The La Verne PD has long had an interest in law
enforcement dispatch partnerships. LVPD currently shares dispatch personnel with the
Covina PD to cover backfill in both dispatch centers.
Challenge: Poor State of the Fire Stations
The age of the fire stations and a history of deferred maintenance have left several of the structures
in generally poor condition.
Remedy:
Fire stations should be viewed as critical infrastructure for a city. They need to be able to
withstand seismic events and they need to be clean and safe environments for both firefighters and
the public. Ifthe City chooses to continue to provide emergency services, the City should utilize a
SOC to ensure the current stations are properly located or may be better located elsewhere. There
may also be opportunities to consolidate facilities for maximum utility.
Station #1 is in sufficiently poor condition that trying to repair it may not be a good utilization of
funds. The City might want to consider a temporary facility on or near the same site that will
resolve the health and safety issues of the firefighters as well as give the City time to consider long
range solutions and funding. Some of the other stations may also be good candidates for this type
of strategy.
Challenge: Condition of the Apparatus Fleet
The age and condition of any apparatus fleet impacts the reliability and availability of the vehicles
for emergency response. The current WCFD apparatus fleet has several vehicles that are at or
nearing replacement based on industry norms. The lack of City mechanics qualified as heavy fire
equipment mechanics can result in poor maintenance and costly outsourcing of repairs.
Considering the lack of a vehicle replacement plan and no vehicle replacement fund, updating
apparatus may be a major impact on the City's budget.
Remedy:
A clear picture of the condition of the apparatus fleet goingforward will be critical in the decision -
making process. Some recommendations regarding the fleet are listed below:
• A detailed survey on the condition of the apparatus fleet needs to be completed.
• A policy for vehicle replacement should be established. Apparatus that falls outside of the
policy criteria should be replaced.
16
City of West Covina Fire Department Service Delivery Review
• Vehicles that are not mission critical should be eliminated from the inventory.
• A vehicle replacement fund needs to be established for future apparatus replacement.
• Replace ambulances with squads. Squads are cheaper to purchase and there will need to
be fewer back-up vehicles.
• Develop and implement an apparatus preventative maintenance program.
• Consider hiring or training fleet maintenance personnel qualified as heavy f re apparatus
mechanics.
Challenge: Inadequate Fire Prevention, Risk Reduction & Emergency Management
Programs
The Fire Chief is performing the multiple roles of Fire Chief, Fire Marshal and Emergency
Manager. Cities the size and complexity of West Covina typically have a dedicated Fire Marshal
position at the chief officer level (sworn or civilian) and a dedicated Emergency Manager/ Risk
Reduction Officer (typically a civilian). The current Fire Prevention Inspectors have to focus on
State mandated inspections or high hazard occupancies. New construction plan checks are
contracted out to consultants which is not uncommon.
Field companies are underutilized in the fire prevention role doing very few inspections each year.
Approximately 2500 businesses go uninspected each year. Many small businesses have not been
inspected in years.
Remedy:
The current Community Risk Reduction/Fire Prevention effort needs to be upgraded. To provide
a more professional effort, the City consider doing the following:
• The position of Fire Marshal should be filled with a full-time Fire Prevention professional.
• Line companies are under-utilized in the Fire Prevention role. Simple business inspections
can be completed by line companies.
• In addition to providing considerable risk reduction, the company inspections give line fire
firefighters the opportunity to get into the structures they may have to fight fires in, as well
as the opportunity to develop closer ties with the community.
• Funding for the Fire Marshal's position could be provided by an annual business
inspection fee.
Challenge: Training & Safety
There is currently no fire department Training and Safety Officer. The position exists on the
WCFD organization chart but due to budget issues, remains unfilled. The WCFD Training and
Safety Officer should be utilized to develop an annual training plan, coordinate special training
events or critical subjects needing to be addressed, and function as the WCFD's Safety Officer.
Remedy:
17
City of West Covina Fire Department Service Delivery Review
• Fill the vacant Captain Training/Safety Officer staffposition. This position will improve
the organization's training effort and improve operational safety. This is also an
excellent leadership development position.
• Develop afire department health and safety program to reduce work related injuries and
ensure safety compliance.
• Develop a WCFD Safety Officer program for emergency Safety Officer coverage.
Contract Dispatch Services
Contracting with the CFPD includes dispatch services. If the City chooses not to engage in a full
annexation, consideration of a contract for dispatch services through the CFPD or other regional
provider will dramatically improve the quality of emergency response to the citizens of West
Covina. Contracting for dispatch services separately would be provided on a per call basis along
with an annual maintenance fee. A rough cost estimate for dispatch services from the CFPD
would be approximately $380,000. Current dispatch service for the WCFD do not provide for
Emergency Medical Dispatching or associated pre -arrival instructions to persons on scene of a
medical emergency. This upgrade to services is essential for any modern-day EMS provider.
Next Steps
Provided below is a list of potential next steps that need to be considered moving forward to
reconstruct the WCFD. This is intended to act as a guideline and may not represent the entirety
of the next actions required based on the ultimate path decided upon.
Continue as West Covina Fire Department
• Contract for a SOC/CRA/Master Plan
• Develop working group to identify desired service model and service levels
o Working group to include WCFA and City Leadership
o Develop timelines and benchmarks
• Implement service model recommendations
o Prioritize facility rehabilitation, relocation or elimination
o Consider moving to paramedic squads
• Repair or replace fire stations that are to be retained
o Prioritize resolving health and safety issues immediately
• Hire Fire Marshal and activate Training Officer, and Administrative Assistant positions
• Develop a fleet management plan
o Assess heavy apparatus and prioritize vehicles that should be replaced
o Develop long term replacement plan and funding mechanism
o Acquire certified heavy fire apparatus mechanic
o Implement preventative maintenance program
• Establish replacement plans for specialty equipment
I"
City of West Covina Fire Department Service Delivery Review
o SCBAs (current equipment is no longer supported by manufacturer. This is an
immediate need)
o EKG monitors (5-8 yrs. This is also an immediate need)
o Turnouts (10 yrs.)
• Consider dispatch contract with the CFPD
Conclusion
The City of West Covina has been providing the community with fire protection services for
decades, and in that time has had a storied history of service and dedication. The Fire Service
increasingly is tasked with providing more and more emergency medical services while, with the
exception of wildland fires, is seeing high risk, low frequency firefighting operations decrease.
Providing an adequate standing all-risk response force is taxing on any city that's struggling to
manage increasing demands on their budget. Many cities have used special taxes, response fees
and subscription services in an attempt to fill budget shortfalls, but they often find that these are
temporary measures at best and are constantly facing the need to enact additional measures to
continue funding the services they are expected to provide.
The West Covina City Leaders find themselves at a critical decision point to determine the future
of fire protection and emergency medical service delivery for the community. If City Leadership
decides as its higher order value that local control is most important, then the reasonable option is
to continue to provide service through the WCFD. This option will be a long-term commitment
and does not offer the immediate result of providing a highly functional Fire Department.
Depending on what the final delivery model looks like, rebuilding the WCFD may come at a
significant cost. If this option is selected, it must come with an associated strategy to fund the
needed improvements. This option is likely a multi -year project with the most important
operational changes occurring first, followed by upgrading other parts of the department in a
phased approach.
Any serious attempt at re -organizing the WCFD will likely be met with skepticism and potentially
reluctance from the suppression staff. Rebuilding trust and a positive organizational culture will
be required if the organization is expected to perform beyond its current state. Committing to the
development and implementation of a comprehensive review provided by a SOC and CRA will be
critical.
Glossary and Organizational Descriutions
Advanced Life Support (AILS) — the advanced level of emergency medical training, capability
and certification required of paramedics.
Agency Having Jurisdiction (AHJ) — the agency that has legal jurisdiction to provide services
19
City of West Covina Fire Department Service Delivery Review
Ambulance — vehicle designed for patient medical transport. For the purpose of this report, an
ambulance is staffed with single function civilian personnel trained at the Basic Life Support level.
Ambulances are generally operated by private providers.
Apparatus — generic term used to represent the multitude of vehicles utilized in the fire service
Assistant Fire Chief (AC) — a chief officer subordinate to the Fire Chief. Generally considered a
middle management position that in the WCFD is responsible for managing one of three shifts and
supervising line fire captains. The ACs also have collateral staff responsibilities.
Automatic Aid — a formal agreement between two or more agencies that is designed to augment
responses on an automatic basis. These agreements are designed to be reciprocal in design and to
be sustainable for all parties to the agreement.
Authorities Having Jurisdiction (AHJ) — refers to the local, county, state, or federal authority
that has legal jurisdiction to provide fire protection services to a specific area.
Backfill — providing coverage of firefighter positions due to sick leave, vacation, Workers Comp
injury or out of jurisdiction fire response. Maintains an agreed upon level of daily staffing in the
city.
Basic Life Support (BLS) — the minimum level of medical training required of all firefighters and
ambulance personnel (also see EMT).
Battalion Chief (BC) — this position is the first Chief Officer rank in the command staff and carry
a variety of responsibilities dependent on the command structure. Generally, BCs are the highest
authority on duty 24/7 and are responsible for all activities for the shift resources they are assigned.
In the WCFD, the ACs fill this role.
Brown Out — Industry term to reflect a fire station or piece of apparatus that has been temporarily
placed out of service generally due to budgetary or staffing issues.
Captain — frontline supervisor who has supervisory responsibilities over a crew of firefghters and
an apparatus assigned to them for the shift. Captains are all Emergency Medical Technicians
(EMT) and may also be Certified Paramedics.
Company — an apparatus with assigned firefighter personnel i.e. "engine company" or "truck
company".
California Emergency Medical Services Authority (EMSA) - responsible for the licensing and
standards for emergency medical personnel in the State of California.
Community Risk Assessment (CRA) — CRAs are typically coupled with an SOC and its focus is
to take a comprehensive look at the risk profile of a given locality. This is important information
that assists is the development of an effective SOC.
20
City of West Covina Fire Department Service Delivery Review
Consolidated Fire Protection District of Los Angeles County (CFPD) - commonly known as
LA County Fire or County Fire.
Constant Staffing — the principle that all assigned positions on the different apparatus are
staffed 24/7. This requires that employees be assigned to backfill vacant positions caused by
employee sick call, vacations, injuries or reduced permanent staffing.
Deputy Chief — typically the second in command behind the Fire Chief in the Fire Service chain -
of -command. This position is currently not part of the WCFD command structure.
Effective Response Force (EFR) — An effective response force is defined as the minimum
number of firefighters and equipment that must reach a specific emergency incident location within
a maximum prescribed travel (driving) time. The maximum prescribed travel time acts as one
indicator of resource deployment efficiency.'
Emergency Medical Services (EMS) — the whole system of services designed to provide
emergency medical care. This includes individuals trained to BLS and ALS levels with different
modes of transport including ground, air, and other specialty units.
Emergency Medical Technician (EMT) — emergency responders trained to the BLS level.
EMT's are trained to provide basic life support functions such as airway support, bleeding
control. CPR (Cardiopulmonary Resuscitation), and cardiac defibrillation.
Engine — apparatus designed to carry water, hose, ground ladders, and a pump. Engines are
typed 1 — 7 based on the pump capacity, water capacity, hose compliment, and ladder
compliment. WCFD use Type I engines designed for primarily for structural fire operations.
Engineer — the Engineer is the individual responsible for driving and operating a fire apparatus.
Engineers also participate directly in firefighting and emergency medical operations when they are
not assigned to duties associated with operating the apparatus.
Executive Board (E-Board) — the elected representatives of the firefighter local union.
Fire Chief — the highest level of authority in the fire department and is ultimately responsible for
all facets of the operation of the fire department.
Firefighter — individual trained to the firefighter 1 standard which in California includes
completion of an accredited fire academy, completion of standardized testing and EMT
certification.
' httos://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-
standards/detail?code=1710
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City of West Covina Fire Department Service Delivery Review
Firefighter/Paramedic — individual that meets the firefighter 1 standards as defined above and
hold the appropriate Paramedic license and accreditation based on the requirements of the local
and state emergency medical authorities.
Immediately Dangerous to Life and Health (IDLH) — refers to an environment that poses an
immediate health threat from toxic materials typically through respiratory exposure. Structure fires
are the most commonly encountered IDLH environment encountered by firefighters or the public.
IDLH exposure ranges are defined by OSHA and many constituent parts of smoke are classified
as "IDLH".
Local Area Formation Commission (LAFCO) - an independent public agency with county -wide
jurisdiction over the boundaries of cities and certain special districts. LAFCO's jurisdiction
involves proposed boundary changes to local government boundaries involving the formation,
dissolution, and expansion of cities and special districts. LAFCO is governed by State Law, the
Cortese -Knox -Hertzberg Local Government Reorganization Act of 2000 ("Act"). The Act tasks
LAFCO with discouraging urban sprawl, encouraging orderly and efficient provision of services,
and preserving open space and prime agricultural lands.2
Local Emergency Medical Authority (LMSA) - agency responsible for the accreditation of
emergency medical systems within a local area, typically at the county level.
Master Plan — the master plan is essentially the overall organizational goals and is developed in
conjunction with the CRA and SOC. The master plan takes a long view approach at planning and
should be continually reviewed to ensure it remains relevant to the organization
Memorandum of Understanding (MOU) — the contract between the City and the Firefighter's
Association describing wages, hours and working conditions.
Municipal Service Review and Sphere of Influence Update (MSR/SOI) — a study undertaken
to review the service delivery of an organization. In the context of this report, it is referring to the
LAFCO generated MSR/SOI of the Consolidated Fire Protection District (CFPD) of Los Angeles
County. 3
Mutual Aid — the California Fire Assistance Agreement (Mutual Aid) is an agreement that allows
for fire departments to request assistance from other fire agencies, through an area coordinator, for
large scale incidents that have the potential to overwhelm the available resources of an AH7. Unlike
an Automatic Aid agreement, Mutual Aid is not intended for routine responses.
2 https://Ialafco.org/en/about-us/
3 hops://lalafco.orgNT-
content/uploads/documents/msr/Public%20Review%2ODraft%20MSR%2ONo.%202020-
02%20MSR%20and%20SOI%20Update%20for%20Consolidated%20Fire%20Protection%20Di
strict%20ot%20LA%20Coun1v.ndf
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City of West Covina Fire Department Service Delivery Review
National Fire Protection Association Standard #1710 (NFPA 1710) this standard relates to
the industry recognized standard for the organization and deployment of career fire departments.
A central issue contained in this standard is that of the size and response time of the Effective
Response Force (ERF) recommended for the safe operation on structure fires. This standard has
been developed and revised over time through different studies and collaboration with industry
professionals.'
National Fire Protection Association (NFPA) - The National Fire Protection Association
(NFPA) is a global self -funded nonprofit organization, established in 1896, devoted to eliminating
death, injury, property damage, and economic loss due to fire, electrical and related hazards.
NFPA delivers information and knowledge through more than 300 consensus codes and standards,
research, training, education, outreach, and advocacy; and by partnering with others who share an
interest in furthering our mission. Our mission is to help save lives and reduce loss with
information, knowledge, and passion.'
National Incident Reporting System (NFIRS) - The National Fire Incident Reporting System
(NFIRS) is a reporting standard that fire departments use to uniformly report on the full range of
their activities, from fire to Emergency Medical Services (EMS) to severe weather and natural
disasters.6
Paramedic — individual trained to the ALS (advanced life support) level. Paramedics are trained
to perform advanced life support skills and treatments including, medication administration,
manual defibrillation delivery, 12-Lead ECG application and interpretation, as well as advanced
airway support.
Paramedic Assessment Unit (PAU) — a service delivery model in LA County where an engine
company is typically staffed with a minimum of 3 personnel, Captain, Engineer and
Firefighter/Paramedic and carries a basic level of ALS equipment. These units are utilized
throughout LA County to respond to medical emergencies, assess and treat patients, and decide he
need for additional ALS personnel to respond.
Paramedic Squad (Squad) — a rapid response vehicle that is generally staffed with two firefighter/
paramedics. Medic squads are versatile vehicles that have several different variants, from small
light weight pickup trucks with a basic compliment of ALS medical gear, larger heavy-duty
vehicles with utility boxes allowing for a larger compliment of gear to Type 6 apparatus that have
the ability to carry a full complement of ALS equipment as well as a basic compliment of hose.
°hops://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-
standards/detail?code=1710
s hops://www.nfpa.org_/
e hitps://www.nfirs.fema.gov/
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City of West Covina Fire Department Service Delivery Review
Public Safety Access Point (PSAP)- commonly referred to as dispatch or the communications
center. Emergency calls are received at the PSAP, processed by call type and location, and
appropriate resources are dispatched to the incident. In the case of West Covina, this function is
provided for Police and Fire services by the WCPD.
Standards of Response Coverage (Referred to as a SOC study) — A report based on detailed
information gathered from the agency and the city it serves. SOCs are a comprehensive look at all
aspects of an agency and makes specific recommendations how to best utilize resources across all
aspects of the organization. An abbreviated SOC was completed in 2007
State Health and Safety Code Section 1797.201 (Referred to as 201 Rights) — this refers to the
legal authority of an entity, in this case the city, to provide or contract for the provision of
ambulance transport services. This authority is provided in the State Health and Safety code
Section 1797.201.1
Strategic Plan — the strategic plan is typically developed with the information gained from the
CRA, SOC, and Master Plan. This plan functions as a road map for leadership to follow as it
works to achieve the goals laid out in the Master Plan.
Tiered Dispatch — The process of a dispatch center assigning specific resources to an emergency
incident based on the information provided by the reporting party. Provides for a more appropriate
response.
Attachment #1- Abbreviated Standards of Response Cover Report
lhitps://le ing fo.legislature.ca.gov/faces/codes_ displavText.xhtml?lawCode=HSC&division=2.5.
&title=&parr&chapter=4.&article=l .
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