HomeMy Public PortalAboutNov 15, 2021 Budget Workshop Packet
BUDGET WORKSHOP
550 E. 6th Street, Beaumont, CA
Monday, November 15, 2021
Workshop: 4:30 PM
Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packets
are available for public inspection in the City Clerk’s office at 550 E. 6th Street during normal business hours.
AGENDA
MEETING PARTICIPATION NOTICE
This meeting will be conducted utilizing teleconference communications and will be recorded for live
streaming as well as open to public attendance subject to social distancing and applicable health
orders. All City of Beaumont public meetings will be available via live streaming and made available
on the City's official YouTube webpage. Please use the following link during the meeting for live
stream access.
beaumontca.gov/livestream
Public comments will be accepted using the following options.
1. Written comments will be accepted via email and will be read aloud during the corresponding
item of the meeting. Public comments shall not exceed three (3) minutes unless otherwise
authorized by City Council. Comments can be submitted anytime prior to the meeting as well
as during the meeting up until the end of the corresponding item. Please submit your
comments to: nicolew@beaumontca.gov
2. Phone-in comments will be accepted by joining a conference line prior to the corresponding
item of the meeting. Public comments shall not exceed three (3) minutes unless otherwise
authorized by City Council. Please use the following phone number to join the call
(951) 922 - 4845.
3. In person comments subject to the adherence of the applicable health orders and social
distancing requirements.
In compliance with the American Disabilities Act, if you require special assistance to participate in this
meeting, please contact the City Clerk's office using the above email or call (951) 572 - 3196.
Notification 48 hours prior to a meeting will ensure the best reasonable accommodation
arrangements.
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WORKSHOP SESSION - 4:30 PM
CALL TO ORDER
Mayor Lara, Mayor Pro Tem White, Council Member Martinez, Council Member Fe nn, Council
Member Santos
Action of any Requests for Excused Absence
Pledge of Allegiance
Conflict of Interest Disclosure
PUBLIC COMMENT PERIOD (ITEMS NOT ON THE AGENDA)
Any one person may address the City Council on any matter not on this agenda. If you wish to speak, please fill out a
“Public Comment Form” provided at the back table and give it to the City Clerk. There is a three (3) minute time limit on
public comments. There will be no sharing or passing of time to another person. State Law prohibits the City Council from
discussing or taking actions brought up by your comments.
ACTION ITEMS
Approval of all Ordinances and Resolutions to be read by title only.
1. Budget Workshop – Initiation of the Fiscal Year 2022-23 Budget Building Process
Recommended Action:
Establish Mission, Vision and Value Statements
Confirm City Council Goals
Discuss Program Survey Results
Review and Affirm Multi-Year Revenue Model
ADJOURNMENT
The next regular meeting of the Beaumont City Council, Beaumont Financing Authority, the Beaumont
Successor Agency (formerly RDA), the Beaumont Utility Authority, the Beaumont Parking Authority and
the Beaumont Public Improvement Agency is scheduled for Tuesday, November 16, 2021, at 5:00 p.m.,
unless otherwise posted.
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Staff Report
TO: City Council
FROM: Jennifer Ustation, Finance Director
DATE November 15, 2021
SUBJECT: Budget Workshop – Initiation of the Fiscal Year 2022-23 Budget
Building Process
Background and Analysis:
The City operates under a fiscal operating budget and a multi-year capital improvement
budget. This meeting begins the process of building the FY2022-23 operating budget
and updating the capital improvement budget.
Workshop Format
This workshop is structured to accomplish the following:
1. Review recommended of Mission, Vision and Values Statements and accept or
provide direction;
2. Review and discuss the results of the City Program Survey – FY2022-23;
3. Overview and discussion of revenue projections and current financial conditions
of the City; and
4. Discuss the City Council budget priorities and provide direction to staff regarding
next steps in the budget building process.
Mission, Vision, Value
Mission and vision statements determine the City’s purpose, focuses on the City’s future
direction, and provides a template for decision-making. Goals and objectives are
established to support the City’s mission and achieve the City’s vision. Core values
support these goals and objectives while reinforcing the underlying o perational
decisions, actions, and priorities.
City staff recommends the following Mission, Vision, and Value Statement s:
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Item 1.
Mission –The City of Beaumont is committed to provide core services to the community
that ensure it remains a desirable place to live, work and play. Through responsible and
professional leadership and in partnership with local agencies to achieve common goals
and leverage area resources, the City will strive to improve the quality of life for all
residents living and working in the community.
Vision - The City of Beaumont maintains its reputation as a safe community and
evolves to meet the needs of Beaumont’s residential and commercial growth. The City
strives to create an economically balanced community to achieve fiscal sustainability
and ensure that City resources are maximized and deployed in a manner that meets
Beaumont’s long-term needs, as well as the needs for every citizen while enhancing
and maintaining Beaumont’s natural beauty.
Values – The City ASPIRES to reach new heights.
Accountability – We hold ourselves accountable for our actions and to be transparent
with one another and with our community.
Stewardship – We will be good stewards of City resources and the public.
Promote Trust – We strive to promote trust in our community and with one another
through effective communication, respect, transparency, and broadly sharing
information.
Integrity and Ethics – Our actions will maintain the trust and confidence of the public
and the organization.
Responsibility – We take responsibility for our actions as an organization and achieving
results.
Excellence – We strive to maintain excellence in everything we do for the organization
and for the public.
The City Council’s adopted goals have been included as Attachment A for review and
affirmation.
Review of Survey Results
City Council and City senior management independently completed a survey regarding
services and major functions performed by the City. The survey was completed as a
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Item 1.
first step to allow both City Council and City management to assess the importance of
the individual services and functions that the City provides. Respondents were also
given the opportunity to assess whether the individual services and functions were
being performed acceptably or unacceptably.
The survey results were tabulated to provide an aggregate of senior management
respondents and City Council respondents separately. The results of the survey will be
presented for Council review at the workshop.
Current Financial Condition of the City
General Fund
The General Fund of the City is the primary fund where the City Council has discretion
in its funding decisions. The General Fund includes a significant portion of operations
including public safety, public works, permitting, planning, finance, information
technology, administration, parks and recreation, and streets maintenance.
Over the past three fiscal years the financial condition of the City has continued to
stabilize and build its reserve balances. In FY2021, the City Council allocated $5.8
million in one-time General Funds to address various needs of the City.
As of June 30, 2021, due to positive operating results of the previous years and a $5
million one-time payment received during FY2020, the City has an estimated unaudited
Unassigned General Fund Balance of $17,396,043.
The City Council has a policy to maintain a minimum 25% of General Fund
expenditures in reserves to address financial downturns or unplanned needs for
financial resources. The estimated General Fund expense for FY2022 is $39.5 million
which would require a reserve balance of $9.8 million. The estimated General Fund
expense for FY2023 is $40.5 million, requiring an estimated reserve balance of $10.13
million.
The committed portion of the General Fund balance includes a self-insurance fund
balance of $2,850,717, and a pension liability balance of $2,500,000. Additionally,
$214,799 of reserve funds were reappropriated at the beginning of FY2022.
The Unassigned General Fund balance available to the City Council for appropriation is
$7.26 million. These funds are available for one-time allocations which should not
include changes in pay or new positions as there may not be sufficient funds to continue
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Item 1.
those types of expenditures. Below is a summary of the General Fund operating results
for the previous three fiscal years.
Beginning Fund
Balance FY 2019 Actual FY 2020 Actual
FY 2021
Unaudited
(estimate)
Uncommitted Funds $ 11,514,778.00 $ 15,480,676.00 $ 24,065,174.00
Revenues
Property Tax $ 5,656,662.00 $ 6,109,623.00 $ 6,991,565.00
Sales Tax $ 5,558,667.00 $ 6,593,630.00 $ 7,552,253.00
Franchise Fees $ 912,924.00 $ 8,074,504.00 $ 3,183,803.00
Motor Veh In-Lieu
Tax $ 4,517,090.00 $ 4,997,852.00 $ 5,709,914.00
Other Taxes $ 1,942,682.00 $ 1,966,905.00 $ 2,223,664.00
Permit and Licenses $ 5,773,934.00 $ 3,229,430.00 $ 3,466,783.00
Charges for Services $ 9,160,140.00 $ 1,182,455.00 $ 1,132,112.00
Fines and
Forfeitures $ 129,224.00 $ 117,638.00 $ 135,556.00
Cost Recovery $ 742,948.00 $ 924,290.00 $ 337,741.00
Misc Revenues $ 265,169.00 $ 273,638.00 $ 375,197.00
Total Revenues $ 34,659,440.00 $ 33,469,965.00 $ 31,108,588.00
Expenses
General Govt $ 6,105,944.00 $ 6,445,861.00 $ 8,408,067.00
Public Safety $ 14,552,371.00 $ 16,216,204.00 $ 17,578,156.00
Public Works $ 2,945,227.00 $ 2,600,861.00 $ 2,869,038.00
Community
Development $ 2,189,159.00 $ 1,713,123.00 $ 1,585,675.00
Community Services $ 3,929,423.00 $ 4,062,549.00 $ 4,158,864.00
Refuse $ 5,504,512.00 $ - $ -
Other $ - $ 33,474.00 $ 476,759.00
Total Expenses $ 35,226,636.00 $ 31,072,072.00 $ 35,076,559.00
Operating
Surplus/(deficit)
Net
Transfers(In/(Out)) $ 4,533,094.00 $ 6,186,605.00 $ 3,090,071.00
Ending Fund Balance $ 15,480,676.00 $ 24,065,174.00 $ 23,187,274.00
Non-spendable $ 220,634.00 $ 224,671.00 $ 225,715.00
Restricted
Committed $ 4,550,000.00 $ 5,565,516.00
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Item 1.
Unassigned $ 15,260,042.00 $ 19,290,503.00 $ 17,396,043.00
*Unassigned fund balance in FY2019 and FY2020 did not deduct self-insurance funds.
These funds have been placed in committed status for the FY2021 balance.
Wastewater Fund
The Wastewater Fund is a proprietary fund which functions more like a business
operation. User fees fund operations, capital needs, and the cash reserves. The City’s
wastewater operations have increased to meet continued growth and in association with
the newly constructed Wastewater Treatment Plant Expansion and Brine Line Project.
The refinement of operation has increased staffing and operational needs.
As of June 30, 2021, the estimated unaudited Wastewater operating fund has
approximately $5.6 million in unrestricted cash reserves. The FY2022 revenue budget
for the Wastewater Fund is $11,021,604. The City’s Reserve Policy requires that 25% of
expenditures be maintained as a reserve. Based on year-end balance, the reserve
allocation is calculated to be $2,755,401.
The following table provides results of operations for the p revious two fiscal years and
unaudited results from FY2020-21:
Beginning Fund Balance FY2019 Actual FY2020 Actual
FY2021 Unaudited
(estimate)
$ 666,434.00 $ 4,447,570.00 $ 5,553,831.00
Revenue
Interest $ 120,105.00 $ 50,180.00 $ 20,816.00
Sewer Fees $ 8,811,917.00 $ 10,527,803.00 $ 10,893,361.00
Other $ 831.00 $ 780.00 $ 4,769.00
Total Revenue $ 8,932,853.00 $ 10,578,763.00 $ 10,918,946.00
Expenses
Personnel $ 957,850.00 $ 1,988,979.00 $ 2,221,333.00
Admin Overhead $ 612,000.00 $ 650,000.00 $ 650,000.00
Other Operating Costs $ 3,353,587.00 $ 2,169,645.00 $ 2,835,409.00
Capital Costs $ 349,327.00 $ 146,130.00 $ 93,710.00
Total Expense $ 5,272,764.00 $ 4,954,754.00 $ 5,800,452.00
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Item 1.
Operating
Surplus/Deficit $ 3,660,089.00 $ 5,624,009.00 $ 5,118,494.00
Net Transfers (In/Out) $ 121,047.00 $ (4,517,748.00) $ (4,988,196.00)
Ending Fund Balance $ 4,447,570.00 $ 5,553,831.00 $ 5,684,129.00
General Fund Revenue Projections
Revenue forecasting is a fundamental part of budgeting and financial planning. It is a
tool used to anticipate future resource availability and to plan for sustainable
enhancements to City services. It also is used to analyze the financial sustainability of
existing policies and programs.
City staff has completed a General Fund Revenue Forecast using assumptions related
to population change, permit activity projection, and economic trends such as inflation
and recession. This forecast was then measured against the Government Finance
Officers Association (GFOA) recommended revenue forecasting method . This method
uses statistical formulas, past actual results, trends and prior year forecast errors to
predict future results. These two methods compared, show a similar trendline result.
Below is the comparison of the two methods.
19 20 21 22 23 24 25 26 27 28 29 30 31 32
GF Revenue Forecasting Comparison
GFOA Forecasting Method Staff Forecasting
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Item 1.
The General Fund projected revenue from the City staff calculations is $40,569,838 for
FY2023 while the GFOA recommended forecast projects $41,452,969 for FY2023. This
results in a difference of $883,131. The GFOA forecasting methodology model is a
guide to determine whether the core assumptions are in line with other forecasting
methods, while the City staff model contemplates local economic data to provide a more
granular assessment of the factors impacting Beaumont.
General Fund Spending Threshold
The revenue model is used to establish spending thresholds which help ensure that
budgetary allocations are sustainable over a multi-year period. The current City staff
model indicates that the General Fund could typically sustain an annualized increase of
2.4%. This model affirms the sustainability of spending with the revenue projections for
the next five fiscal years.
$20
$25
$30
$35
$40
$45
$50
$55
$60
2013201420152016201720182019202020212022202320242025202620272028202920302031203220332034203520362037MillionsGF Revenue Model
FY 2013 to FY2037
Revenue Spending Limit
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Item 1.
General Fund Revenue Assumptions
Population Growth
Since 2007, the City has seen continuous growth in its population by an average of 5%
each year. The population data provided from the 2020 US Census estimates
Beaumont’s population to be 53,036 as of April 2021. The population forecast estimate
uses prior year data and adds estimated single family and multi-family units final
(number of estimated final units by average household size) to project the additional
population for each continuous year.
New Single Family Home Permits
The utilization of the current community development project information and historical
permit data is used to forecast future permit projections. City staff then determines the
number of permits estimated to be final in a fiscal year by adding two years of homes
permitted and multiplying by an average permits final percentage factor.
R² = 0.9667
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120322033203420352036203720382039204020412042Population Estimates
2007 to 2040
10
Item 1.
City’s Financial Factors
The City’s financial factors needed for consideration during the budget process are to
ensure resources are deployed as effectively and efficiently as possible. The survey
results are used to determine the level of criticality between City programs and any
deficiencies that need to be addressed. Routine monitoring of local and regional
economic trends are used to update revenue projections to maintain an accurate
forecast of revenues.
Fiscal Impact:
City staff estimates the cost to prepare this report to be $11,700.
Recommended Action:
Establish mission, vision and value statements,
Confirm City Council goals,
Discuss program survey results, and
Review and affirm multi-year revenue model.
Attachments:
A. City Council Adopted Goals
R² = 0.2206
-
200
400
600
800
1,000
1,200
200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120322033203420352036203720382039204020412042New SF Home Permits
2007 to 2040
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Item 1.
B. Population and Housing Forecast
C. City Staff Multi-Year Revenue Projection
12
Item 1.
City Council Adopted Goals
• Public Safety – Ensure the Beaumont maintains its reputation as a safe
community and evolves to meet the needs of Beaumont’s residential and
commercial growth.
• Quality of Life – Enhance and maintain Beaumont’s natural beauty and
offer parks and recreation services that addresses the needs for every
citizen.
• Community Services – Provide core services to the community that
ensure Beaumont remains a desirable place to live, work and play.
• Sustainable Community – Ensure that city resources are maximized and
deployed in a manner that meets Beaumont’s long-term needs.
• Intergovernmental/Interagency Relationships – Work with local agencies
to achieve common goals and leverage area resources.
• Economic Development – Create an economically balanced community to
achieve fiscal sustainability.
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Item 1.
Count Change % Change Count Change % Change % Permitted Population
Added Count Change Population
Added
2007 1,033 -- -- 1,169 -- -- - - - 28,250
2008 300 (733) -71%630 (539) -46%47% -- - - - 31,317
2009 350 50 17%577 (53) -8%89% -- - - - 32,403
2010 329 (21) -6%451 (126) -22%66% -- - - - 36,877
2011 169 (160) -49%186 (265) -59%37% -- - - - 38,201
2012 273 104 62%223 37 20%50% -- - - - 39,317
2013 500 227 83%307 84 38%40% -- - - - 40,472
2014 390 (110) -22%448 141 46%50% -- - - - 41,659
2015 457 67 17%405 (43) -10%48% -- - - - 43,370
2016 446 (11) -2%333 (72) -18%37% -- - - - 44,821
2017 745 299 67%552 219 66%46% -- - - - 46,179
2018 707 (38) -5%536 (16) -3%37% --- - - - 46,545
2019 531 (176) -25%629 93 17%51%2,409 - - - 48,407
2020 275 (256) -48%335 (294) -47%42%1,283 - - - 53,036
2021 600 325 118%350 15 4%40%1,341 - - - 54,377
2022 500 (100) -17%440 90 26%40%1,685 - - - 56,062
2023 450 (50) -10%380 (60) -14%40%1,455 150 150 375 57,892
2024 450 - 0%360 (20) -5%40%1,379 - - - 59,271
2025 350 (100) -22%320 (40) -11%40%1,226 - - - 60,497
2026 250 (100) -29%240 (80) -25%40%919 - - - 61,416
2027 150 (100) -40%160 (80) -33%40%613 - - - 62,029
2028 250 100 67%160 - 0%40%613 150 150 375 63,016
2029 350 100 40%240 80 50%40%919 - - - 63,936
2030 450 100 29%320 80 33%40%1,226 - - - 65,161
2031 450 - 0%360 40 13%40%1,379 - - - 66,540
2032 350 (100) -22%320 (40) -11%40%1,226 - - - 67,766
2033 250 (100) -29%240 (80) -25%40%919 150 150 375 69,060
2034 150 (100) -40%160 (80) -33%40%613 - - - 69,673
2035 250 100 67%160 - 0%40%613 - - - 70,285
2036 350 100 40%240 80 50%40%919 - - - 71,205
2037 350 - 0%280 40 17%40%1,072 - - - 72,277
2038 250 (100) -29%240 (40) -14%40%919 150 150 375 73,571
2039 250 - 0%200 (40) -17%40%766 - (150) - 74,337
2040 150 (100) -40%160 (80) -33%40%613 - (150) - 74,184
2041 250 - 0%200 (40) -17%40%766 - (150) - 74,337
2042 250 - 0%200 - 0%40%766 - - - 75,103
NEW HOMES 7,256 6,134 23,493 600 1,500
SOURCE:City of Beaumont, Yearly Reporting of Permit Information Years 2008-2021 (Projected).
City of Beaumont Staff Preliminary Projections - 2022 to 2042.
NOTES:
1. SF units = 3.83 persons/unit, 2020 US Census.
2. MF units = 2.5 persons/unit, City of Beaumont.
0.5%
City of Beaumont
Preliminary Population Forecast - 11/10/2021
MF Units Finaled POPULATION
ESTIMATE
SF Homes Permitted
Year
SF Homes Finaled
1.7%
1.8%
1.3%
10.9%
Compound Annual
Growth Rate
5.3%
2.8%
4.5%
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Item 1.
R² = 0.9742
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120322033203420352036203720382039204020412042Population Estimates
2007 to 2042
15
Item 1.
R² = 0.2206
-
200
400
600
800
1,000
1,200
200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120322033203420352036203720382039204020412042New SF Home Permits
2007 to 2042
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Item 1.
Year Revenue Change % Change Spending
Limit Rev vs. Exp Fund Balance
Impact
Spending
Increase
% Spending
Increase
Estimated
Reserves %Min Reserve
Target (15%)Variance Max Reserve
Target (25%)Variance Allocated to
CIP
Remaining
Reserves %
2013 $ 29,332,716 -- -- $ 29,332,716 $ - $ - $ - -- -- -- -- -- -- -- -- -- --
2014 $ 25,583,821 $ (3,748,895)-12.8% $ 25,583,821 $ - $ (3,748,895) $ (3,748,895)-12.8% -- -- -- -- -- -- -- -- --
2015 $ 28,235,251 $ 2,651,430 10.4% $ 28,235,251 $ - $ 2,651,430 $ 2,651,430 10.4% -- -- -- -- -- -- -- -- --
2016 $ 29,754,379 $ 1,519,128 5.4% $ 29,754,379 $ - $ 1,519,128 $ 1,519,128 5.4% -- -- -- -- -- -- -- -- --
2017 $ 30,671,073 $ 916,694 3.1% $ 30,671,073 $ - $ 916,694 $ 916,694 3.1% -- -- -- -- -- -- -- -- --
2018 $ 33,239,998 $ 2,568,925 8.4% $ 33,239,998 $ - $ 2,568,925 $ 2,568,925 8.4% -- -- -- -- -- -- -- -- --
2019 $ 40,110,225 $ 2,439,472 7.3% $ 36,132,299 $ 3,977,926 $ 2,439,472 $ 2,439,472 7.3% $ (7,563,390)-20.9% $ 5,419,844.89 $ (12,983,235) $ 9,033,075 $ (16,596,465) $ - $ 14,980,384 41.5%
2020 $ 39,728,125 $ (382,101)-1.0% $ 31,139,515 $ 8,588,610 $ 8,206,510 $ (4,992,785)-12.4% $ 14,980,384 48.1% $ 4,670,927.18 $ 10,309,457 $ 7,784,879 $ 7,195,505 $ - $ 7,180,682 23.1%
2021 $ 36,893,757 $ (2,834,367)-7.1% $ 41,050,995 $ (4,157,238) $ 4,049,272 $ 9,911,480 24.9% $ 7,180,682 17.5% $ 6,157,649.24 $ 1,023,033 $ 10,262,749 $ (3,082,067) $ - $ 17,396,043 42.4%
2022 $ 39,452,812 $ 2,559,055 6.9% $ 39,452,812 $ - $ 4,049,272 $ (1,598,183)-4.3% $ 17,396,043 44.1% $ 5,917,921.80 $ 11,478,121 $ 9,863,203 $ 7,532,840 $ - $ 17,396,043 44.1%
2023 $ 40,569,838 $ 1,117,026 2.8% $ 41,030,924 $ (461,087) $ 3,588,185 $ 1,578,112 4.0% $ 17,396,043 42.4% $ 6,154,638.67 $ 11,241,404 $ 10,257,731 $ 7,138,312 $ 3,000,000 $ 13,934,956 34.0%
2024 $ 42,478,701 $ 1,908,863 4.7% $ 42,261,852 $ 216,849 $ 3,805,034 $ 1,230,928 3.0% $ 13,934,956 33.0% $ 6,339,277.83 $ 7,595,678 $ 10,565,463 $ 3,369,493 $ - $ 14,151,805 33.5%
2025 $ 42,488,940 $ 10,239 0.0% $ 43,318,399 $ (829,458) $ 2,975,576 $ 1,056,546 2.5% $ 14,151,805 32.7% $ 6,497,759.78 $ 7,654,045 $ 10,829,600 $ 3,322,205 $ - $ 13,322,347 30.8%
2026 $ 42,877,706 $ 388,766 0.9% $ 44,401,358 $ (1,523,652) $ 1,451,924 $ 1,082,960 2.5% $ 13,322,347 30.0% $ 6,660,203.77 $ 6,662,143 $ 11,100,340 $ 2,222,007 $ - $ 11,798,695 26.6%
2027 $ 43,933,805 $ 1,056,099 2.5% $ 45,511,392 $ (1,577,588) $ (125,664) $ 1,110,034 2.6% $ 11,798,695 25.9% $ 6,826,708.87 $ 4,971,986 $ 11,377,848 $ 420,847 $ - $ 10,221,107 22.5%
2028 $ 47,920,931 $ 3,987,126 9.1% $ 46,649,177 $ 1,271,754 $ 1,146,090 $ 1,137,785 2.6% $ 10,221,107 21.9% $ 6,997,376.59 $ 3,223,730 $ 11,662,294 $ (1,441,187) $ - $ 11,492,861 24.6%
2029 $ 49,688,186 $ 1,767,255 3.7% $ 47,815,407 $ 1,872,780 $ 3,018,869 $ 1,166,229 2.4% $ 11,492,861 24.0% $ 7,172,311.00 $ 4,320,550 $ 11,953,852 $ (460,991) $ - $ 13,365,640 28.0%
2030 $ 51,042,573 $ 1,354,387 2.7% $ 49,010,792 $ 2,031,781 $ 5,050,651 $ 1,195,385 2.4% $ 13,365,640 27.3% $ 7,351,618.78 $ 6,014,022 $ 12,252,698 $ 1,112,942 $ 3,000,000 $ 12,397,422 25.3%
2031 $ 52,335,481 $ 1,292,908 2.5% $ 50,236,062 $ 2,099,420 $ 7,150,070 $ 1,225,270 2.4% $ 12,397,422 24.7% $ 7,535,409.25 $ 4,862,012 $ 12,559,015 $ (161,594) $ - $ 14,496,841 28.9%
2032 $ 51,797,037 $ (538,445)-1.0% $ 51,491,963 $ 305,073 $ 7,455,144 $ 1,255,902 2.4% $ 14,496,841 28.2% $ 7,723,794.48 $ 6,773,047 $ 12,872,991 $ 1,623,851 $ - $ 14,801,915 28.7%
2033 $ 51,756,629 $ (40,408)-0.1% $ 52,779,262 $ (1,022,634) $ 6,432,510 $ 1,287,299 2.5% $ 14,801,915 28.0% $ 7,916,889.34 $ 6,885,025 $ 13,194,816 $ 1,607,099 $ - $ 13,779,281 26.1%
2034 $ 52,529,687 $ 773,059 1.5% $ 54,098,744 $ (1,569,056) $ 4,863,454 $ 1,319,482 2.5% $ 13,779,281 25.5% $ 8,114,811.57 $ 5,664,469 $ 13,524,686 $ 254,595 $ - $ 12,210,225 22.6%
2035 $ 54,938,856 $ 2,409,169 4.6% $ 55,451,212 $ (512,356) $ 4,351,097 $ 1,352,469 2.6% $ 12,210,225 22.0% $ 8,317,681.86 $ 3,892,543 $ 13,862,803 $ (1,652,578) $ - $ 11,697,868 21.1%
2036 $ 54,847,557 $ (91,299)-0.2% $ 56,218,746 $ (1,371,189) $ 3,492,265 $ 2,120,002 3.9% $ 12,210,225 21.7% $ 8,432,811.94 $ 3,777,413 $ 14,054,687 $ (1,844,462) $ - $ 10,839,036 19.3%
2037 $ 56,568,877 $ 1,721,320 3.1% $ 57,624,215 $ (1,055,337) $ 3,295,760 $ 2,173,003 4.0% $ 11,697,868 20.3% $ 8,643,632.24 $ 3,054,236 $ 14,406,054 $ (2,708,185) $ - $ 10,642,531 18.5%
GF Unobligated Reserves
Projected GF Revenue and Spending Thresholds thru FY2037 (August 23, 2021)
FY2013 to FY2036 Spending Threshold
City Staff General Fund Forecast
17
Item 1.
NAME OF RESPONDENT:
Description of Service or Function
Average
Criticality
Rating
City Staff
Rating
Acceptable Unacceptable
City Manager's Office Fiscal Oversite and
Administration
provides central oversite of the City finances,
including debt financings, large transactions and
budget development
5 Doing well in providing recommendations for and
assisting with the implementation of the annual budget.10.00 9.78
Police Communications 911's , dispatch radio calls, admin lines in/out 5 9.75 9.67
Fire Services Fire Protection
this includes operation of one fire station and split
funding of personnel for a second fire engine to
provide fire response service within the City
5 9.75 8.11
Fire Services Medical Response this covers advance life paramedic support for
emergency medical services within the City limits 5
Based on our cities paramedic needs I would like to see
more options made available for manning our stations. I
don't like sending a large fire engine for medical
emergencies. Especially when 90% of the calls are
medical.
9.75 9.44
Police Patrol
Emergency calls for service, crime prevention,
public awareness, community policing, Response
times, High visibility patrol
5 I didn't see anything on our emergency
preparedness/response?
9.50 9.67
Wastewater Collections/Conveyance
Carries wastewater collected from homes and
business through underground piping to the
wastewater treatment facility.
5 9.50 9.33
Finance Accounting accounting policies, purchasing, payables, daily,
monthly and annual transactions 5
Accounting policies are critical to maintaining the
publics trust. Develop a Cash Flow Projection report
representing monthly increments.
9.25 9.11
Wastewater Treatment Plant Treatment of Wastewater to meet State/Federal
regualtions 5 9.25 9.56
Finance Revenue/ Cash Mgmt cash receipts, receivables, cash management and
bank reconciliations 5 9.00 9.11
Wastewater Pre-Treatment
Permitting and Monitoring of Dischargers to the
sewer system to protect the treatment plant and
ensure regulatory compliance.
5 9.00 9
Wastewater Brine Line Maintenance Maintenance of 23 mile Brine Line lateral 5 Would like to know if maintenance of the Brine Line will
be carried out through contract or staffing.
8.75 8.67
Public Works Streets and Pavement
Management Programs
Implementation of a multi-year, City wide
pavement management and maintenance
program/ maintenance of streets, storm drains,
street lights and City infrastructure
5
Ditto above.
8.75 8.11
Fire Services Wildland Fire Protection
Agreement
this provides for coverage using State fire
resources (air, helicopters, ground, etc.) for fire
suppression in wildland areas within the City near
State responsibility areas
5 8.75 9.33
City Manager's Office Strategic Planning and
Administration
coordinates with the City Council to implement
policy directives/ leads City management in the
execution of services and functions
5
Beaumont success begin/continue with effective
relationships among the City Council & City Manager in
supporting, guiding & directing the CM.
8.50 8.33
Department Service/ Function Level of Service (Check One)
City Council
Program Survey - FY2022-2023
Comment
18
Item 1.
City Manager's Office Economic and Fiscal
Forecasting
tracks and evaluates economic data at state,
regional and local levels (housing, tax revenues,
etc.) to help drive long term financial planning
5
Provide an Annual Fiscal Year Budget vs Actual with
variances, Update the long term budget forecast
periodically as basically needed. Develop Cash Flow
Projection on monthly increments.
8.50 8.89
City Manager's Office Project Implementation and
Administration
this involves managing and overseeing numerous
projects occuring throughout the City and covers a
full range of operational areas (public safety, parks
and recreation, transportation, housing, finance,
etc.)
5
I would like to have construction schedules provided
once a prokect is started, so we know what the
expectations are and we can communicate this to
residents. Develop a master plan, not general plan, in
each mentioned operational division projects for
financial health and resilience.
8.50 9
Community
Development Building & Safety Inspection services, plan review, enforcement of
State construction laws 5 Innovate to ensure the efficient, timely and effective
services.8.50 8.33
Parks and Recreation Parks and Facilities Maintenance
central coordination and management of
maintaining all City-owned facilities and Parks/ this
includes removal of graffiti on City-owned
properties
5 8.50 6.44
Finance Budget central coordination and management of annual
budget/ monitoring and updating 5 8.50 7.67
Finance Project/ Debt Mgmt
tracking and classification of capital improvement
projects, DIF funds, CFD fund management, debt
service mgmt and reconciliation
5 8.50 8.78
Police Records /Frnt Counter DA Packets, In-custody reports, records retention,
crime stats 5 8.50 8
Wastewater Recycled Water Production of Recycled Water 5 8.50 8.44
Building Plans Examining
Examination and approval of construction plans to
ensure code compliance to safeguard the public
health, safety, welfare & accessibility and to
provide safe access to emergency first responders
5
Ditto above.
8.25 8.22
Building Inspections
Monitor construction sites to ensure compliance of
approved plans and codes to safeguard the public
health, safety, welfare & accessibility and to verify
the safe access to emergency first responders
5 Ditto above.8.25 7.78
Community
Development Planning
State mandated General Plan (short & long range
planning), RHNA, CDBG grants, private land
development
5
Be in compliant.
8.25 8.78
Community
Development Fire Safety Specialist
Plan check for new construction, oversight of
installation of fire suppression systems, annual
saftey inpsections
5 Shouldn't this fall under the Frie Services
responsibilities?
8.25 8.22
Economic Development Business and Development
Attraction
Attraction of New Business (local serving and
employers) and residential development in order
to meet resident demands and increase City
revenue sources/ this includes marketing the City
as a place to locate and to live/ targeting specified
industries or groups
5
Develop a Economic Development website that
exclusively features new, existing and upcoming
businesses in the city with all statistic information datas
for public & private sectors engagement. Informative
brochures will be beneficial to promote and market this
beautiful city. Excellent graphic professionally done
delivers.
8.25 5.67
Police Community Policing Homeless outreach, business liaison, community
policing, mental health 5 8.25 7.56
Public Works Inspections Provide City inspection services for all
encroachment and construction permits 5 Ditto above.8.25 7.89
19
Item 1.
Public Works Capital Improvement Projects
Oversee and implement City Council approved CIP
for various related infrastructure projects
throughout the City, inclusive of master plan level
studies.
5
Ditto above.
8.25 8.11
Human Resources Personnel
this includes central management of employee
records, hiring, recruitment, background checks ,
temporary help, skills testing, etc.
5 8.25 7.89
Risk Management Loss Exposure Management
management of loss exposure due to claims
against the City - including workers compensation,
TORT claims or other general claims against the
City/ this also includes monitoring self insurance
elements/ coverage levels and risk/reward analysis
5 8.25 7.67
Risk Management Risk Control and Financing
Avoidance of activities which cause loss, Reduction
of the frequency of loss - risk prevention,
Reduction of the severity of loss - risk reduction,
Contractual transfer of responsibility for loss
occurrence/ Insurance management
5 8.25 7
Information
Technology
Data Collection & Management/
Disaster recovery
Centralized processing, data integrity, backup
solutions, disaster recovery and business
continuity
5 8.25 8.33
Information
Technology
Information Security
Management Both virtual and physical security of the network 5 8.25 8.33
Customer Service Utility Billing Sewer billing and payments, updating accounts 5 8.25 8
Building Permits/Fee collection Processing of building permits and the collection of
development, permit & plan review fees 5 Emerge latest technologies available right now to
provide new options for city services and reporting.8.00 8.22
Community
Development Community Enhancement Enforcement of zoning & building codes, Property
health & safety, property maintenance 5
Ditto above.
8.00 8.11
Public Works Permitting
Process permits for all work within City right of
way for business owners, contractors, utility
companies, etc..
5
Overall, doing so well.
8.00 7.78
Public Works Plan Check Services
Engineering plan review of all infrastructure
related plans for entitlement and construction,
inclusive of various technical study review (traffic,
hydrology, sewer studies, etc…)
5 Can we look to bring a staff member on board for in
house plan review? Would the plan check fees cover
100% of the positions salary? Ditto above.
8.00 8.11
Public Works Solid Waste
Oversee and manage recently approved 20-year
solid waste contract with Waste Management.
Oversee and implement Cal-Recycling
requirements.
5
Overall, doing so well.
8.00 7.44
Public Works Mark and Locate (USA)
Identify City Infrastructure for various projects
prior to construction to ensure protection of City
Assets and/or potential disruption of service.
5
Ditto above.
8.00 7.89
20
Item 1.
Fire Services Fire Prevention
this includes services of the Fire Marshall to ensure
buildings meet current fire codes and have
required prevention practices in place for new
construction and existing businesses to stay in
compliance. This also provides for business and
community education regarding fire safety best
practices from fire station personnel.
5 8.00 8.44
Human Resources Compensation & Benefits
Employee Salaries, Payroll Costs, Overtime,
Incentive compensation, Health, dental, vision, Life
Insurance, Short and long-term disability, Pension
/457/401, Cafeteria Plan Administration
5 8.00 8.67
Information
Technology Data Center Management
this includes management of the City's central data
infrustructure (servers, switches, network
communications, etc.)
5 8.00 8.56
Information
Technology Telecommuniations Provides connectivity for wired and wireless
infrastructure 5 8.00 8.22
Customer Service Customer Service
this is often the face of the City - it includes
greeting the public, phones, a myriad of support
functions and general information
5 8.00 7.56
Parks and Recreation City-owned Right of Way
Maintenance
planning, organizing, scheduling, staffing,
budgeting, and reporting of all City rights-of-way 5 7.75 6.22
Transit Paratransit Services planning, organizing, scheduling, staffing,
budgeting, and reporting paratransit services 5 7.75 6.11
Public Works Customer/Resident support
Front counter support for homeowners,
developers, residents, buisiness owners, etc..
Includes research, property information, utility
information, building requirements, etc.
5 Accessibility is vital for the individual to access progress
information data. Technology update needed to
response on timely manner.
7.75 7.44
Information
Technology Customer Relations Management Technical Support for all departments, employees 5 7.75 8.11
Police Traffic Enforcement collision prevention/ reduction, driver awareness,
driver education, car seat install 5 7.50 7.44
Human Resources Employee Labor Relations
Labor Negotiations, Recognition program, Service
awards, Performance Appraisal Software,
Employment attorney fees, Outplacement
expenses
5 7.50 7.22
Communications CITY COMMUNICATION
internal and external communication of city
events, programs, and news. Internal
communication consists of email and posted
flyers/invitations. External communications consist
of press releases, website, social media,
flyers/posters, advertisements, monthly reports
etc.
5
Develop & publish a City Brochure featuring the entire
city information data, events, accomplishments, goals,
services, public activities, and developments. NO city
council or other city official information. Time to do a
reputable image of the city.
7.50 5.67
City Manager's Office Intergovernmental Affairs
this includes relationships at the state, regional
and local level to help the City move forward with
activities that require collaboration and
coordination (i.e, contracted fire services, County
transportation projects, state housing requirement
and other legislation, etc.)
5
Government Agencies outreach effort to establish a
meaningful relationships that will serve our city's
community at its highest level in all situations such as
available grant fundings for City technology and
infrastruction innovations. Explore all Senate &
Assembly Bills that possitively affects the city.
Collaboration=Distribution of Resources.
7.25 7.89
21
Item 1.
Community
Development Legislative Review Review of State and Federal Legislation (proposed
and new)5 7.25 7.22
Parks and Recreation Weed Abatement
planning, organizing, scheduling, staffing,
budgeting, and reporting weed abatement of all
City-owned open space/lots
5 7.25 5.67
Transit Fixed Route Services planning, organizing, scheduling, staffing,
budgeting, and reporting public transit services 5 7.25 6.22
Transit Vehicle Maintenance central coordination and management of vehicle
maintenance for all City-owned vehicles 5 7.25 6.67
Economic Development Business Retention and Expansion
Identify needs and provide assistance to existing
businesses to ensure their success, prevent
relocation, and encourage expansion and growth
5
Consistance outreach relationship to business
establishments and future enterpreneurs is key for
better business future.
7.25 5
Police Animal Control Animal Control, licensing, pet owner education,
shot clinics, Food and Ag Code, BMC 5 7.25 7
Parks and Recreation Recreation Programs
planning, organizing, scheduling, staffing,
budgeting, and reporting quality of life events and
programs
5 7.00 5
Economic Development Real Estate Revitalization/
Entrepreneurial Development
Facilitate new development and redevelopment
projects with brokers and developers, provide
insight on local market conditions, and promote
investment in the community, including new
startup businesses
5
Be aware or familiar of all available grants & loans to
businesses of any size through Small Business program
and California Grant program.
7.00 5
Human Resources Training & Development
Registration, Certification, Exam Fees, Travel
Expenses, Internal programs, Consulting
fees/trainers salary, Program materials, Training
Logistics
5 7.00 6
Communications SPECIAL PROJECTS
this includes events such as the Veterans Day
Celebration, military banner program, video
projects/UAV program, City renovation projects
and representing the City at various local events.
5
Ditto above.
7.00 5.11
Economic Development Coordination of Infrastructure
Long-term planning of infrastructure to ensure
core resources are adequate to accommodate
targeted development and business growth. This
includes coordination of development impact fees.
5 Involve & explore technology and infrastructure
innovations are evolving fast.6.75 5.78
Human Resources Health, Safety & Security
Employee assistance program, Fitness facilities,
Safety training/promotion, Workplace violence
prevention/training
5 6.75 6.11
Parks and Recreation Facility Rental central coordination and management of facility
use rentals 5
I would like to see an improved facilities rental program
that helps to cover the cost of both staffing and
maintenance.
6.50 4.67
Transit Regional Transit Services
planning, organizing, scheduling, staffing,
budgeting, and reporting public transit services to
regional destinations
5
Transportation is an important part of our services, but
its unfortunate we don’t get the support we need from
RTA.
6.50 5.33
Communications CITY BRANDING
provides for a consistent presentation of the City
from City Staff (logos, messaging, etc.) to provide a
quality message regarding the City and what it
offers as a community
5
Ditto above.
6.25 5
22
Item 1.
Beaumont City Council
FY 2022-23 Budget Workshop
SPECIAL WORKSHOP | NOVEMBER 15, 2021
1 23
Item 1.
`Workshop Objectives
•Establish Mission, Vision, Value Statements
•Confirm City Council Goals
•Discuss Program Survey Results
•Review Current Financial Conditions
•Affirm Multi-Year Revenue Model
2 24
Item 1.
`Mission, Vision and Values
Why do we need Mission, Vision and Value
Statements?
•Mission, Vision and Values determine the City’s purpose
•Focuses on the City’s future direction
•Provides a template for decision-making
•Support the City’s mission
•Achieve the City’s vision
3
Core values support these goals and objectives
while reinforcing the underlying operational
decisions, actions and priorities.
25
Item 1.
`Proposed Mission, Vision and Values
STAFF RECOMMENDED MISSION STATEMENT
The City of Beaumont is committed to provide core services to
the community that ensure it remains a desirable place to live,
work and play. Through proper stewardship, City leadership will
maximize resources to enhance the quality of life and positive
economic growth.
4 26
Item 1.
`Proposed Mission, Vision and Values (cont)
STAFF RECOMMENDED VISION STATEMENT
The City of Beaumont maintains its reputation as a safe
community and evolves to meet the needs of Beaumont’s
residential and commercial growth. The City strives to create an
economically balanced community to achieve fiscal
sustainability and ensure that city resources are maximized and
deployed in a manner that meets Beaumont’s long-term needs,
as well as the needs for every citizen while enhancing and
maintaining Beaumont’s natural beauty.
5 27
Item 1.
`Proposed Mission, Vision and Values (cont)
STAFF RECOMMENDED VALUES
The City of Beaumont ASPIRES to reach new heights.
Accountability
Stewardship
Promote Trust
Integrity and Ethics
Responsibility
Excellence
6 28
Item 1.
`Proposed Mission, Vision and Values (cont)
STAFF RECOMMENDED VALUES
The City of Beaumont ASPIREs to reach new heights.
•A stands for Accountability. We hold ourselves accountable for our
actions and to be transparent with one another and with our
community.
•S stands for Stewardship. We will be good stewards of city resources
and the public.
•P stands for Promote Trust. We strive to promote trust in our
community and with one another through effective communication,
respect, transparency and broadly sharing information.
7 29
Item 1.
`Proposed Mission, Vision and Values (cont)
STAFF RECOMMENDED VALUES
The City of Beaumont ASPIREs to reach new heights.
•I stands for Integrity & Ethics. Our actions will maintain the trust and
confidence of the public and the organization.
•R stands for Responsibility.We take responsibility for our actions as
an organization and achieving results.
•E stands for Excellence.We strive to maintain excellence in
everything we do for the organization and for the public.
8 30
Item 1.
`Adopted City Council Goals
•Public Safety –Ensure Beaumont maintains its reputation as a
safe community and evolves to meet the needs of
Beaumont’s residential and commercial growth.
•Quality of Life –Enhance and maintain Beaumont’s natural
beauty and offer parks and recreation services that addresses
the needs for every citizen.
•Community Services –Provide core services to the community
that ensure Beaumont remains a desirable place to live, work
and play.
9 31
Item 1.
`Adopted City Council Goals (cont)
•Sustainable Community –Ensure that city resources are
maximized and deployed in a manner that meets Beaumont’s
long-term needs.
•Intergovernmental/Interagency Relationships –Work with
local agencies to achieve common goals and leverage area
resources.
•Economic Development –Create an economically balanced
community to achieve fiscal sustainability.
10 32
Item 1.
`City Programs Survey Results
•City Council and Senior Management each individually
completed the survey –results of individual respondents are
anonymous
•Respondents asked to score individual/major services
•Criticality?
•Satisfactory?
•Unsatisfactory?
•City Council and Executive Staff survey results tabulated
separately
11 33
Item 1.
`Evaluation of Survey Results
City Council Survey
•70 services were evaluated by City Council
•Aggregate results (averages)
-47 rated as 8 or above (highly critical)
-23 rated as 5 to 8 (moderately critical)
-0 rated as below 5 (low criticality)
12 34
Item 1.
`Evaluation of Survey Results
Executive Staff Survey
•70 services were evaluated by City Council
•Aggregate results (averages)
-35 rated as 8 or above (highly critical)
-34 rated as 5 to 8 (moderately critical)
-1 rated as below 5 (low criticality)
13 35
Item 1.
`Current Financial Condition
•General Fund Unassigned Fund Balance as of June 30, 2021 -
$17.3 million (unaudited)
•Wastewater Fund has a projected operating fund balance of
over $5.6 million as of June 30, 2021 (unaudited)
•Transit Fund Balanced –Currently Do Not have to meet farebox
requirement
14 36
Item 1.
`General Fund Revenue Models
Two models Prepared:
•GFOA recommended forecasting methodology
•Statistical formulas
•Historical data
•Prior-year forecast errors
•Independent City Staff model
•Historical data
•Population and housing estimate
•Commercial permit activity projection
•Economic trend analysis
15 37
Item 1.
`General Fund Revenue Forecasting
16
19 20 21 22 23 24 25 26 27 28 29 30 31 32
GF Revenue Forecasting Comparison
GFOA Forecasting Method Staff Forecasting
38
Item 1.
`General Fund Spending Threshold
17
$20
$25
$30
$35
$40
$45
$50
$55
$60
2013201420152016201720182019202020212022202320242025202620272028202920302031203220332034203520362037MillionsGF Revenue Model
FY 2013 to FY2037
Revenue Spending Limit
39
Item 1.
`City Staff Population Estimates
18
R² = 0.9667
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120322033203420352036203720382039204020412042Population Estimates
2007 to 2040
40
Item 1.
`City Staff SF Home Permits
19
R² = 0.2206
-
200
400
600
800
1,000
1,200
200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120322033203420352036203720382039204020412042New SF Home Permits
2007 to 2040
41
Item 1.
`City’s Financial Factors
•Making sure resources are deployed as effectively and
efficiently as possible
•Monitoring and adjusting to local and regional economic
trends
20 42
Item 1.
`What’s Next?
•Department budget submissions (Dec 2021 –Feb 2022)
•Preparation of a balanced budget (First draft Apr 2022)
•Achieve City Council Mission, Vision and Goals
•Prioritize critical programs
•Address deficiencies
•City Council budget workshops (Apr 2022-Jun 2022)
21 43
Item 1.