HomeMy WebLinkAboutFinance Committee Agenda Packet - November 14, 2024CITY OF NEWPORT BEACH
FINANCE COMMITTEE AGENDA - Final
Community Room - 100 Civic Center Drive, Newport Beach, CA 92660
Thursday, November 14, 2024 - 3:00 PM
Finance Committee Members:
Joe Stapleton, Mayor Pro Tem / Chair
Will O' Neill, Mayor
Noah Blom, Council Member
Allen Cashion, Committee Member
William Collopy, Committee Member
Keith Curry, Committee Member
Nancy Scarbrough, Committee Member
Staff Members:
Grace K. Leung, City Manager
Jason Al-Imam, Finance Director/Treasurer
Shelby Burguan, Deputy Finance Director
Marlene Burns, Buyer
NOTICE REGARDING PRESENTATIONS REQUIRING USE OF CITY EQUIPMENT
Any presentation requiring the use of the City of Newport Beach’s equipment must be submitted to the Finance
Director/Treasurer 24 hours prior to the scheduled Finance Committee meeting.
NOTICE REGARDING PUBLIC PARTICIPATION
Questions and comments may also be submitted in writing for the Finance Committee’s consideration by sending them
to Jason Al-Imam, Finance Director/Treasurer, at jalimam@newportbeachca.gov. To give the Finance Committee
adequate time to review your questions and comments, please submit your written comments by no later than 5 p.m.
the day prior to the Finance Committee meeting. All correspondence will be made part of the record.
NOTICE TO THE PUBLIC
The Finance Committee meeting is subject to the Ralph M. Brown Act. Among other things, the Brown Act requires that
their agenda be posted at least twenty-four (24) hours in advance of each special meeting and that the public be allowed
to comment on agenda items before the Committee and items not on the agenda but are within the subject matter
jurisdiction of the Finance Committee. The Chair may limit public comments to a reasonable amount of time, generally
three (3) minutes per person.
It is the intention of the City of Newport Beach to comply with the Americans with Disabilities Act (“ADA”) in all respects.
If, as an attendee or a participant at this meeting, you will need special assistance beyond what is normally provided, the
City of Newport Beach will attempt to accommodate you in every reasonable manner. If requested, this agenda will be
made available in appropriate alternative formats to persons with a disability, as required by Section 202 of the
Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and the federal rules and regulations adopted in
implementation thereof. Please contact the City Clerk’s Office at least forty-eight (48) hours prior to the meeting to
inform us of your particular needs and to determine if accommodation is feasible at (949) 644-3127 or
jalimam@newportbeachca.gov.
I.CALL MEETING TO ORDER
II.ROLL CALL
III.PLEDGE OF ALLEGIANCE
IV.PUBLIC COMMENTS
Public comments are invited on agenda and non-agenda items generally considered to be
within the subject matter jurisdiction of the Finance Committee. Speakers must limit comments
to three (3) minutes. Before speaking, we invite, but do not require, you to state your name for
the record. The Finance Committee has the discretion to extend or shorten the speakers’ time
limit on agenda or non-agenda items, provided the time limit adjustment is applied equally to all
speakers. As a courtesy, please turn cell phones off or set them in the silent mode.1
November 14, 2024
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Finance Committee Meeting
V.CONSENT CALENDAR
MINUTES OF OCTOBER 10, 2024A.
Recommended Action:
Approve and file.
DRAFT MINUTES OF OCTOBER 10, 2024
5A1_CORRESPONDENCE_DRAFT MINUTES 10102024
VI.CURRENT BUSINESS
INTERNAL AUDIT PROGRAM UPDATEA.
Summary:
The Finance Department established an Internal Audit Program in 2020 to help
management maintain a comprehensive framework of internal controls. Internal audits are
performed each year in connection with a recent internal control risk assessment. This
report provides an update on internal audit activities to date and also recommends that a
new internal audit risk assessment be performed in 2025.
Recommended Action:
Receive and file.
STAFF REPORT
ATTACHMENT A
ATTACHMENT B
ATTACHMENT C
6A1_STAFF PRESENTATION
OPEB ACTUARIAL VALUATION REPORT UPDATEB.
Summary:
Staff will provide the Committee with an overview of the Fiscal Year 2023-24
actuarial valuation report prepared by the City's actuary.
Recommended Action:
Receive and file.
STAFF PRESENTATION
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November 14, 2024
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Finance Committee Meeting
CALPERS UPDATEC.
Summary:
Staff will provide the Committee with an update on the City’s pension funded status
based on the most recent actuarial valuation report provided by CalPERS in July
2024.
Recommended Action:
Receive and file.
STAFF PRESENATION
FIRST QUARTER BUDGET UPDATED.
Summary:
The Finance Department prepares quarterly financial reports to review the status of
revenues and expenditures for the City’s General Fund and to monitor budgetary
trends in other City funds. This report contains information on revenues,
expenditures, and estimated fund balance for the first quarter of Fiscal Year
2024-25. The FY 2024-25 first quarter financial report provides an analysis of the
City’s financial activity from July through September 2024. A $5.0 million unrestricted
General Fund operating surplus is projected for FY 2024-25 based on information
currently available for the end of the first quarter. Recommended budget adjustments
for revenues and expenditures are outlined in this report and will be reflected in the
proposed first quarter budget amendment.
Recommended Action:
Review and discuss the report on the first quarter of Fiscal Year 2024-25 and
provide any recommendations for consideration by the City Manager and City
Council.
STAFF REPORT
6D1_STAFF PRESENTATION
WORK PLAN REVIEWE.
Summary:
Staff and Finance Committee to review the proposed work plan and identify matters
that members would like placed on a future Agenda for discussion, action, or report.
Recommended Action:
Receive and file.
WORK PLAN
VII.ADJOURNMENT
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Finance Committee Regular Meeting Minutes
October 10, 2024
Page 1 of 6
I. CALL MEETING TO ORDER
The meeting was called to order at 3:00 p.m. by Mayor Pro Tem/Chair Stapleton.
II. ROLL CALL
PRESENT: Joe Stapleton, Mayor Pro Tem/Chair
Allen Cashion, Committee Member
Keith Curry, Committee Member
Nancy Scarbrough, Committee Member
William Collopy, Committee Member
ABSENT: Will O’Neill, Mayor (excused)
Noah Blom, Councilmember (excused)
STAFF PRESENT: Grace K. Leung, City Manager
Jason Al-Imam, Finance Director/Treasurer
Shelby Burguan, Deputy Finance Director
Marlene Burns, Buyer
Dave Webb, Director of Public Works
Theresa Schweitzer, Public Works Finance/Administrative Manager
Michael Sledd, Deputy Public Works Director/Municipal Operations
MEMBERS OF THE Charles Klobe
PUBLIC: Jim Mosher
III. PLEDGE OF ALLEGIANCE
Committee Member Nancy Scarbrough led the Pledge of Allegiance.
IV. PUBLIC COMMENTS
A. ADDITIONAL MATERIALS RECEIVED
Mayor Pro Tem/Chair Stapleton opened public comments.
Jim Mosher, Newport Beach resident, complimented the Finance Department for completing and
posting the adopted budget on the website and suggested an electronic table of contents would be
a useful improvement. Additionally, Mr. Mosher commented on the City Council study session held
in August on development impact fees, noting that he did not recall that ever came to the Finance
Committee. He also advised the Committee that on Tuesday, October 8th an item was brought
forward at the City Council meeting to establish the in-lieu park dedication fee value, which he
thought might be of interest to the Committee. He also pointed out that the development impact
fees would be brought back to the City Council at a future date, which he suggested should come
back to the Committee for further discussion.
Finance Director/Treasurer Jason Al-Imam noted that there is a table of contents on page five of
the document. Mr. Mosher clarified his suggestion was for electronic bookmarks within the
document.
Seeing no others, Mayor Pro Tem/Chair Stapleton closed public comments.
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V. CONSENT CALENDAR
A. MINUTES OF SEPTEMBER 12, 2024
Recommended Action: Approve and file.
MOTION: Committee Member Keith Curry moved to approve the minutes of September 12,
2024, as amended, seconded by Committee Member Cashion. The motion carried as follows:
AYES: Cashion, Curry, Scarbrough, Stapleton
NOES: None
ABSENT: Blom (excused), O’Neill (excused)
ABSTAIN: Collopy
VII. CURRENT BUSINESS
A. OVERVIEW OF PUBLIC WORKS DEPARTMENT BUDGET
Recommended Action: Receive and file.
Dave Webb, Director of Public Works began the presentation by stating there are 97 full-time
employees and 12.5 part-time employees, with several active contract resources. There are
three main divisions: Engineering Services, Municipal Operations, and Administration. Public
Works is responsible for infrastructure planning, design, construction, management, operation,
and maintenance of City facilities.
Director Webb indicated that the Public Works Department is responsible for developing and
maintaining City infrastructure master plans. Committee Member Collopy inquired whether the
master plans require City Council approval or whether the master plans are used for internal
course guidance. Director Webb responded that both are correct. For example, the Water
Master Plan is brought forward to the City Council for review and approval, which impacts water
rates since the Water Master Plan includes capital items that need to be funded from water
rates to pay for those capital improvements.
Theresa Schweitzer, Public Works Finance/Administrative Manager, presented the financial
overview of how the operating budget has grown since 2020 relative to the increase in staff.
The budget has grown 30% since 2020, while staffing has grown 4% during the same period.
Increased maintenance and operating costs make up the bulk of the increases, in part due to
increased contract costs such as landscape maintenance, refuse collections, water and
electricity costs and maintenance and repair costs.
Committee Member Collopy asked whether the City saved money when refuse operations were
outsourced roughly 15 years ago. Committee Member Curry indicated that the City saved $15
million when it sold its trucks to CR&R, which avoided the need to pay another $600 thousand
to replace those vehicles.
Committee Member Collopy inquired why contract costs for refuse has increased. City
Manager Leung indicated that the primary reason for the increase in costs is due to State
regulations related to recycling and the related mandates.
Ms. Schweitzer continued with the presentation and indicated that Public Works makes up
approximately 41% of the City’s budget. Contract Services and Maintenance and Repairs make
up about 45% of Public Works budget, and Salaries and Benefits make up 33% of their
operating budget. Ms. Schweitzer broke down the different categories within the Public Works
budget and explained what expenses were included within each category.
Committee Member Collopy asked whether the department has a chart showing the
components of the Public Works Operating Budget over time. It was reiterated that the chart is
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Finance Committee Regular Meeting Minutes
October 10, 2024
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a great snapshot of the department’s operating budget. However, it would be meaningful for
the Committee to look at each component of the department’s operating budget over time. Ms.
Schweitzer indicated that staff could put something together.
Ms. Schweitzer continued with the presentation and indicated that contract services make up
about 22% of the operating budget. The bulk of contract services consists of janitorial services,
park maintenance, and tree maintenance. However, it was pointed out that costs associated
with the refuse contract are not included in contract services but instead those costs are
classified as maintenance and repair. Committee Member Curry asked why the refuse contract
is not part of contract services. Director Webb acknowledged that it was not in the right bucket
but that it is consistent with how it has been categorized over time.
Ms. Schweitzer continued with the presentation and provided an overview of the components
of the Engineering Services Division and Municipal Operations Division. Accomplishments
include managing over 65 capital improvement projects each year, in which 31 projects were
completed last year. 79% of those projects started within sixty days of when they were
scheduled to begin. Operating statistics were also discussed, which includes the number of
tons of debris and refuse removed from the beaches, number of trees trimmed, etc. Committee
Member Collopy indicated that these are great work volume indicators. However, it would be
helpful to have some comparison. For example, how much overtime did it take to accomplish
these tasks. Discussion ensued on workload volume indicators and how to best show the Public
Works Department is operating in an efficient and effective manner.
A chart was discussed which shows the number of full-time employees responsible for
maintenance of vehicles and equipment compared to the number of vehicles and equipment
maintained over a fifteen-year period. It was noted that facility maintenance is another area
where additional maintenance staff may be needed in the future upon the completion of the
new Lecture Hall and the Newport Bay Trash Wheel. Primary costs of the Administration
Division include salaries and benefits with the balance largely spent on maintenance and
operations.
Public Works brings in approximately $5 million dollars in revenue each year from recycling
service fees, permit and inspection fees, and transfer station rental fees. Future budget related
considerations include citywide facilities maintenance, fleet electrification mandates,
transportation management, infrastructure and operating impacts from new housing
development, refuse/sustainability mandates, homeless response, and corresponding growth
in administrative functions. It was also noted that risk management, state and federal
oversight/regulations, material cost and availability, and staff retention and recruitment are
major factors in future budget needs.
Mayor Pro Tem/Chair Stapleton commented it would be helpful to see a breakdown of each
category over time and compare it to previous budgets so they could evaluate the increases of
each in addition to the snapshot of the entire budget. That would also be the best way to
examine the cost of personnel needed as it relates to services provided and how much overtime
is being utilized. Director of Public Works Dave Webb responded more staff are needed on the
beaches and the streets due to response times during and after storms. Parks would mostly
entail tree services after storms as opposed to possible flooding.
Committee Member Cashion inquired if there was a growing concern with respect to the
scarcity of sand for beach replenishment. Director Webb acknowledged that there is a growing
scarcity of sand for beach replenishment, which is a concern. However, the City works with
County, State and Federal partners to ensure that local sources of sand are preserved for
beach replenishment.
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Finance Committee Regular Meeting Minutes
October 10, 2024
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Committee Member Nancy Scarbrough commented that she and the Chair attend the Water
Quality Tidelands Committee where the beach sand is addressed and discussed on a monthly
basis.
Mayor Pro Tem/Chair Stapleton opened public comments.
Mr. Jim Mosher, Newport Beach resident, spoke about plastic recycling and at a recent meeting
it was stated that less than 5% of all plastic gets recycled. Additionally, the pie chart indicates
that 7% are paying other departments for services supplied Public Works, which are part of the
Internal Service Funds; Mr. Mosher inquired if Public Works delivers services to other
departments that fall under Internal Service Funds and commented on the organizational chart
and the lack of staff under Chris Miller; and asked if there is a formal procedure for evaluating
and considering the advantages of in-sourcing.
Director Webb explained that Chris Miller was added to the Harbor Department specifically to
consider adding a new dock, and to work on the legislative side such as overseeing the
dredging project that is underway. Chris is the liaison for the Army Corp of Engineers. As it
relates to in-sourcing, evaluating and considering the advantages of in-sourcing would
generally be a Council Policy direction if they felt it was warranted. However, staff also reviews
opportunities for in-sourcing.
Finance Director/Treasurer Jason Al-Imam also added that the City has an Equipment Fund,
which is an Internal Service Fund in which internal service charges are charged to other
departments to recover costs associated with equipment and vehicle maintenance and repairs.
Seeing no other comments, Mayor Pro Tem/Chair Stapleton closed public comments.
Mayor Pro Tem/Chair Stapleton filed and received the report.
B. YEAR END BUDGET RESULTS AND SURPLUS ALLOCATION
Recommended Action: Review and discuss this report and provide any recommendations for
consideration by the City Manager and City Council.
Finance Director/Treasurer Jason Al-Imam reported that in May 2024, an unrestricted General
Fund operating surplus of $8.9 million was projected for Fiscal Year 2023-24 based on
revenues and expenditures throughout the third quarter. Information available at the end of the
fourth quarter indicated an unrestricted General Fund operating surplus of $10.8 million is
projected for FY 2023-24, which is $1.9 million higher than previously projected. Council Policy
F-5 requires 50% to be used to address long-term obligations and 50% to be used to address
infrastructure or neighborhood capital improvement. However, since the City pre-funded
surplus funds at the beginning of the fiscal year towards paying down the pension liability, it is
recommended that the entire unrestricted surplus be allocated towards infrastructure or
neighborhood capital improvements.
Deputy Finance Director Shelby Burguan reported the fourth quarter budget update for FY
2023-24 and the preliminary status of the budget after the close of the fiscal year. The FY 2023-
24 General Fund expenditure budget totals $315 million which came in at $6 million higher than
expected. Additional revenues include property taxes, investment earnings, services fees and
charges, parking revenue, and intergovernmental revenues. Spending trends in FY 2023-24
are consistent with prior years and do not indicate any cause for concern. Total expenditure
savings of $9.6 million are projected at this time due largely to savings from vacancies as well
as savings in contract services. The unaudited actuals include the encumbrances carried
forward into FY 2024-25, which draw from the FY 2023-24 budget. The City continues to be in
excellent financial health. Conservative budgeting and sound financial policies have resulted
in a trend of General Fund operating surpluses and strong reserve levels for several years. The
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City is well positioned to continue delivering high levels of services to the community while
targeting surplus resources to key priorities each year. A $15.8 million operating surplus for the
General Fund is projected for Fiscal Year 2023-24, which is net of non-operating activity that
includes one-time transfers out of the General Fund as well as the addition to the Contingency
Reserve (pursuant to City Council Policy F-2).
The City Council has approved three budget amendments in Fiscal Year 2024-25, which
allocate a portion of the Fiscal Year 2023-24 year-end surplus. The City’s financial records are
undergoing a customary audit review. Therefore, the financial information presented in this
report is preliminary in nature and subject to adjustments as the year-end closing process
continues through December. Adjustments are not expected to have a material impact on the
financial information presented in this report. If any material adjustments related to Fiscal Year
2023-24 are subsequently recorded, any such adjustments will be reported to the Finance
Committee.
Per Council Policy F-5, “roughly fifty percent (50%) of the Budget Surplus Funds shall be used
to address long-term obligations such as pension liabilities, other post-employment benefits,
bonded debt, lease obligations and other long-term needs” and “roughly fifty percent (50%) of
the Budget Surplus Funds shall be used to address infrastructure or neighborhood capital
improvements.” However, since the City pre-funded surplus funds at the beginning of the fiscal
year towards paying down the pension liability, it is recommended that the entire unrestricted
surplus be allocated towards infrastructure or neighborhood capital improvements.
Committee Member Scarbrough inquired about maintenance and repairs, which has a 12%
variance in the staff report. The staff report indicates that there is increased maintenance
needed at various facilities as well as fire stations. It was questioned whether this increase is
across the board. Deputy Finance Director Burguan acknowledged that the increase in
maintenance and repairs is being seen across the board.
Committee Member Collopy commented he would agree to wave Council Policy F-5 for the
year, but would recommend it not be eliminated entirely, and consider it on a year-to-year basis.
Mayor Pro Tem/Chair Stapleton opened public comments, seeing none he closed public
comments.
MOTION: Committee Member William Collopy, moved to recommend that the City Council
waive Policy F-5 for the year and review it year by year, seconded by Committee Member Keith
Curry. The motion carried as follows:
AYES: Cashion, Collopy, Curry, Scarbrough, Stapleton
NOES: None
ABSENT: Blom (excused), O’Neill (excused)
ABSTAIN: None
C. BUDGET AMENDMENTS FOR QUARTER ENDING SEPTEMBER 30, 2024
Recommended Action: Receive and file.
Mayor Pro Tem/Chair Stapleton opened public comments.
Seeing none, Mayor Pro Tem/Chair Stapleton closed public comments and received and filed
the report.
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Finance Committee Regular Meeting Minutes
October 10, 2024
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D. WORK PLAN REVIEW
Recommended Action: Receive and file.
The next Finance Committee meeting will take place on Thursday November 14, 2024. There
will be a recess in December and the meetings will resume in January.
VII. ADJOURNMENT
The Finance Committee meeting adjourned at 4:19 p.m.
Attest:
___________________________________ _____________________
Joe Stapleton, Mayor Pro Tem/Chair Date
Finance Committee
9
1
Burns, Marlene
From:Schweitzer, Theresa
Sent:November 14, 2024 11:43 AM
To:Burns, Marlene
Subject:Minutes for FC
Hi Marlene,
I noticed here it says Chris is part of Harbor Department, but he is PW. Also not sure about the “to consider adding
a new dock”.
Thank you!
Theresa Schweitzer
Finance / Administrative
Manager
Public Works
Office: 949-644-3335 100 Civic Center Dr.
Newport Beach, CA 92660
Item No. 5A1
Draft Minutes of October 10, 2024
Correspondence
November 14, 2024
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CITY OF NEWPORT BEACH FINANCE COMMITTEE STAFF REPORT
Agenda Item No. 6A November 14, 2024
TO: HONORABLE CHAIRMAN AND MEMBERS OF THE COMMITTEE
FROM: Finance Department Jason Al-Imam, Finance Director/Treasurer 949-644-3123, jalimam@newportbeachca.gov
SUBJECT: INTERNAL AUDIT PROGRAM UPDATE
SUMMARY:
The Finance Department established an Internal Audit Program in 2020 to help management maintain a comprehensive framework of internal controls. Internal audits
are performed each year in connection with a recent internal control risk assessment. This report provides an update on internal audit activities to date and also recommends that a new internal audit risk assessment be performed in 2025.
RECOMMENDED ACTION:
Receive and file.
DISCUSSION:
The current program was initiated in 2020 with an enterprise risk assessment and initial evaluation of internal control risks, which was presented to the Finance Committee on September 24, 2020. These processes served as the primary building blocks to inform and develop workplans to further assess and test internal controls, conduct performance audits, and provide management consulting services when appropriate.
On July 23, 2024, the City Council approved two, five-year contracts with Eide Bailly and The Pun Group to perform internal audit services following a Request for Proposals, which solicited proposals from qualified firms to provide a review of internal controls and on-call management consulting services in connection with the City’s internal audit
program. In July 2024, the City issued an informal request for proposals to Eide Bailly and The Pun Group, which identified four areas of focus based on the final remaining topics that were identified during the 2020 risk assessment: Financial Reporting;
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Internal Audit Program Update November 14, 2024 Page 2
Assessment of Budgeting Practices; Finance Customer Service Operational Assessment; and Business Continuity and Disaster Planning Assessment. On August 12, 2024, the following work was awarded to The Pun Group and Eide Bailly:
Area of Focus Task Resource Not-to-Exceed Cost Financial Reporting The Pun Group $ 45,000
Budgeting Eide Bailly $ 38,500
Finance Customer Svc. Operational Review Eide Bailly $ 53,500
Total Awarded $137,000
The budget for the four areas of focus was $150,000. The Pun Group proposed $45,000 for the fourth topic whereas Eide Bailly proposed $35,000. Since the three topics that were awarded to the two audit firms amounted to $137,000, the remaining budget of
$13,000 was insufficient to cover the fourth topic (Business Continuity and Disaster
Planning Assessment). However, the First Quarter Budget Update identified expenditure savings, which the City Manager is authorized to reallocate to fund the fourth topic. Therefore, staff plans to initiate the Business Continuity and Disaster Planning Assessment during the current fiscal year utilizing expenditure savings to fund the budget
shortfall. Additionally, staff plans to solicit proposals from firms that have extensive
experience with Business Continuity and Disaster Planning Assessments. Therefore, the fourth topic will not be performed by The Pun Group or Eide Bailly and instead will be conducted by a consultant that specializes in this type of work.
Current Progress on the 2020 Internal Audit Workplan
The following outlines the progress on the internal audit workplan:
Key Control Progress Task Resource
1 Purchasing and Contract Management Complete MGO 2 Cash, Billing, Collections, and Accounts Receivable Complete Moss Adams
3 Information Technology – System Security, Help Desk, Workflow, System Support and Monitoring Complete Moss Adams
4 Fiscal Policy Inventory & Implementation Plan Complete Moss Adams
5 Inventory Management Complete Moss Adams
6 Accounts Payable and Disbursement Complete Moss Adams 7 Payroll Complete Moss Adams
8 Fixed Asset Management Complete Moss Adams
9 Police Property & Evidence Internal Controls Cancelled N/A
10 Financial Reporting Complete Pun Group
11 Assessment of Budgeting Practices Complete Eide Bailly
12 Business Continuity & Disaster Planning
Assessment
Temporarily
Postponed
N/A
13 Finance Customer Service Operational Assessment Complete Eide Bailly
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Internal Audit Program Update November 14, 2024 Page 3
Of the workplan items identified in the previous table, items 10, 11, and 13 were recently completed. The final reports are attached to this staff report. Management’s responses to the internal audit findings and related recommendations are incorporated within each
internal audit report. An overview of each internal audit report is provided below.
Financial Reporting City staff retained The Pun Group to examine the financial reporting function, which
involved a comprehensive assessment of the year-end close process, the process of
journal entry processing, the maintenance of the chart of accounts, and the preparation, review and approval of Annual Comprehensive Financial Reports. The auditors also determined whether account reconciliations are performed on a routine basis. The assessment process included interviews with key City staff, process walkthroughs, and
analysis of sample documentation.
As outlined in the report, the assessment resulted in recommendations for improvement related to the Manual Journal Entry Process, Chart of Account Maintenance, and the Timeliness and Accuracy of Bank Reconciliations.
Although The Pun Group identified opportunities for improvement, the auditors noted that the City has developed a comprehensive year-end close checklist and memorandum, as well as a timeline that identifies roles and responsibilities.
Assessment of Budgeting Practices
City staff retained Eide Bailly to examine the budgeting function, which involved a comprehensive assessment of all aspects of the budget operation – pre-development efforts, the budget development process, monitoring of the budget after adoption, and
periodic reporting of budget status (versus year-to-date actual activity) throughout the
year. The auditors also explored other fiscal management matters related to the budget including the City’s Capital Improvement Program preparation process, the Long-Range Financial Forecast (LRFF), and the Reserve Policy and practices. The objective of this examination was to assess the effectiveness of the current budget practices and to
identify any efficiencies that could enhance the current practices and to make
recommendations accordingly. This assessment process included interviews with key City staff, an examination of existing policies and procedures, and examining financial reports used to communicate budget status.
As outlined in the report, the assessment resulted in recommendations for improvement
related to Budget Development Efficiencies, the LRFF, Budget Validation in Accounts Payable Processing, and Performance Measurement. Although Eide Bailly identified opportunities for improvement, the auditors noted that the
City of Newport Beach has a robust, well-timed budget development process that
provides numerous opportunities for input from all stakeholders to impact the allocation
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Internal Audit Program Update November 14, 2024 Page 4
of resources to the various City priorities. It was also noted that the quarterly reporting of the budget status to the Finance Committee and City Council is a well-established process in which Budget staff and department representatives work together to develop
and communicate the position of actual revenues and expenditures in relation to what
was anticipated in the budget. Finance Customer Service Operational Assessment
City staff retained Eide Bailly to examine the customer service activity of the Revenue
Division within the Finance Department, which involved a comprehensive assessment of the division’s structure, use of allocated resources, staffing levels, and documented or undocumented policies and procedures used within the division. The objective of this assessment was to evaluate the efficiency with which the duties are performed, and the
level of customer service provided in performing those duties. The assessment process
included interviews with key staff and a review of existing procedural documentation to evaluate the operating efficiency of its operations. As outlined in the report, the assessment resulted in recommendations for improvement
related to Performance Measures, Documentation, Manual Processing, and Utility and
General Billing. Although Eide Bailly identified opportunities for improvement, the auditors noted that significant attention is paid to the customer service delivery, which reflects the high
standards of the City. Although there were instances in which efficiency or service levels
may be enhanced, these are exceptions. Therefore, it is clear that the division is focused on the delivery of service to its customers. Internal Audit Risk Assessment
The current internal audit program was initiated in 2020 with an enterprise risk assessment and initial evaluation of internal control risks. These processes served as the primary building blocks to inform and develop an internal audit workplan. Since the final remaining item on the 2020 internal audit workplan will be completed by a consultant that
specializes in business continuity and disaster planning assessments, it is recommended
that a new enterprise risk assessment and evaluation of internal control risk be performed in 2025, which will serve as the primary building blocks to inform and develop a new internal audit workplan. If the Finance Committee supports embarking on a new internal audit risk assessment and evaluation of internal control risks, an informal request for
proposals will be sent to Eide Bailly and The Pun Group in 2025, which will outline internal
audit work to be performed next year.
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Internal Audit Program Update November 14, 2024 Page 5
Prepared and Submitted by:
/s/ Jason Al-Imam
_____________________________
Jason Al-Imam Finance Director/Treasurer
ATTACHMENTS:
Attachment A – Report on Financial Reporting Attachment B – Report on the Assessment of Budgeting Practices Attachment C – Report on Finance Customer Service Operational Assessment
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ATTACHMENT A
REPORT ON FINANCIAL REPORTING
16
City of Newport Beach
Newport Beach, California
Internal Audit Report on Financial Reporting
November 5, 2024
17
18
City of Newport Beach
Internal Audit Report
Table of Contents
Page
Executive Summary ..................................................................................................................................................... 1
Findings and Recommendations ................................................................................................................................ 2
Finding #1 Manual Journal Entry Process .............................................................................................................. 2
Finding #2 Chart of Account (COA) Maintenance ............................................................................................. 3
Finding #3 Timeliness and Accuracy of Bank Reconciliations .............................................................................. 4
Commendations ........................................................................................................................................................... 5
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EXECUTIVE SUMMARY
The Pun Group LLP (the Pun Group, We, Ours, or Us) was contracted by the City of Newport Beach, California
(the City) to conduct an internal audit of the Citys Financial Reporting function to evaluate associated process and
controls. This includes reviewing the Year-End Close process, the process of Journal Entry Processing, the Chart of
Accounts Maintenance, and the Preparation, Review and Approval of Annual Comprehensive Financial Reports, and
determining whether the Account Reconciliations are performed on a routine basis. The Citys Finance Department is
comprised of multiple divisions including Budget, Accounting, Revenue and Purchasing. Each division has distinct
responsibilities and collaborates closely to strengthen internal controls over the City's Financial Reporting Function.
The review work took place between September 2024 through October 2024.
This engagement was performed in accordance with Standards for Consulting Services established by the American
Institute of Certified Public Accountants. Accordingly, we provide no opinion, attestation, or other form of assurance
with respect to our work or the information upon which our work is based. This report was developed based on
information gained from our interviews, process walkthroughs, and analysis of sample documentation. The procedures
we performed do not constitute an examination in accordance with generally accepted auditing standards or attestation
standards.
We greatly appreciate and thank the input of the Citys Finance Department during this process.
21
City of Newport Beach
Internal Audit Report
Page 2
FINDINGS AND RECOMMENDATIONS
Finding #1 Manual Journal Entry Process
Findings:
We used a statistical method to randomly choose 25 samples and judgmentally selected 3 additional samples for
testing. The table below summarizes our selections.
During our testing of the manual journal processing, the following observations related to control activities were
noted:
o Delays in recording manual journal entries were observed. This could potentially affect the accuracy
of the financial statements and decision-making. The table below summarizes our result.
Recommendation:
We recommend that the City establish a formal procedure for the manual journal entry process, outlining how to
prepare, review, and approve entries. We also recommend that the City establish strict timelines for the recording
of manual journal entries. This includes monitoring compliance with these timelines and ensure that any delays are
addressed promptly.
Management Response:
The City concurs with the recommendation that a formal procedure be established surrounding the journal entry
process, which shall set forth a timeline for the recording of journal entries. However, it should be noted that the
accounting division had several vacancies during Fiscal Year 2023-24, which led to delays in the completion of
bank reconciliations and delays in the recording of the related journal entries. Now that the accounting division is
fully staffed, the accounting division is committed to ensuring that bank reconciliations and journal entries are
recorded in a timely manner.
Type of the Entry Munis Code Number of Transactions Tested %
Manually Entered Budget Amendments BUA 5 17.86%
Manually Entered Actual Transactions Related GEN 13 46.43%
Imported Entries GNI 10 35.71%
Total 28 100.00%
Number of Days from the Actual Posting Date to the Effective Date Number of Transactions Tested
with in 30 days 16
between 31 days to 60 days 8
Between 61 days to 90 days 3
Between 91 days to 120 days 0
Between 121 days to 150 days 0
Between 121 days to 180 days 0
Between 181 days to 210 days 1
28
22
City of Newport Beach
Internal Audit Report
Page 3
FINDINGS AND RECOMMENDATIONS (CONTINUED)
Finding #2 Chart of Account (COA) Maintenance
Finding:
The periodic review of the chart of accounts ensures the accuracy of new accounts that have been setup and also
provides an opportunity to verify that existing accounts remain relevant and accurate. In performing our procedures,
it was noted that Finance Department staff perform reviews of the chart of accounts at fiscal year-end and during
the quarterly budget updates. However, there is no formal evidence of these reviews of the chart of accounts.
Recommendation:
It is recommended that documentation be maintained as evidence of staffs review of the chart of accounts at fiscal
year-end and during the quarterly budget updates. In addition, it is recommended that staff perform a periodic
review of an audit report that outlines new accounts that have been established in Munis.
Management Response:
The City agrees to maintain documentation of staffs review of the chart of accounts at fiscal year-end and during
the quarterly budget updates. The City also agrees to incorporate an additional form of review of the chart of
accounts through the periodic review of an audit report that outlines new accounts that have been established in
Munis.
23
City of Newport Beach
Internal Audit Report
Page 4
FINDINGS AND RECOMMENDATIONS (CONTINUED)
Finding #3 Timeliness and Accuracy of Bank Reconciliations
Finding:
During our testing of the bank reconciliation process, we noted below:
o The October 2023 bank reconciliation was completed in May 2024, roughly six months late.
o The December 2023 bank reconciliation was completed in June/July 2024 timeframe, roughly six
months behind.
o The June 2024 bank reconciliation was completed in September 2024 timeframe, which was about 60
to 90 days after month end.
o There was an unreconciled variance noted from our testing. The unreconciled variance has carried over
from the fiscal year ended June 30, 2020.
Recommendation:
We recommend the City implement a policy to complete bank reconciliations in a reasonable timeframe to provide
reliable financial information, ideally 30 to 60 days after month end. This helps in identifying discrepancies early
and ensures that records are up-to-date.
In addition, we recommend the City investigate unreconciled variances timely, ideally during the month of
occurrence.
Management Response:
The City concurs with the recommendation that bank reconciliations be completed in a timely manner and that all
related activity (including unreconciled variances) be resolved in a timely manner. However, it should be noted that
the accounting division had several vacancies during Fiscal Year 2023-24, which led to delays in the completion of
bank reconciliations and delays in the recording of the related journal entries. Now that the accounting division is
fully staffed, the accounting division is committed to ensuring that bank reconciliations and journal entries are
recorded in a timely manner.
24
City of Newport Beach
Internal Audit Report
Page 5
COMMENDATIONS
Although the focus of this internal audit was to identify opportunities for improvement, it is important to note the areas
of commendable operations. The City should be commended for the following accomplishments:
The City has developed a comprehensive year-end close checklist and an audit assignments checklist, as well
as a timeline that identifies roles and responsibilities.
The City has developed a year-end memorandum that establishes the year-end close timeline and identifies
roles and responsibilities.
Staff Responsibility: The Finance Department team we interacted with was responsible and responsive to our
requests.
We would like to thank City staff and management for their willingness to assist with this project.
25
ATTACHMENT B
REPORT ON THE ASSESSMENT OF BUDGETING PRACTICES
26
Assessment of Budgeting Practices
NEWPORT BEACH, CALIFORNIA
FINANCE DEPARTMENT
EIDE BAILLY, LLP
N0VEMBER 4, 2024
27
NEWPORT BEACH, CA – FINANCE DEPARTMENT
Prepared by:
Dr. Bradford Rockabrand, CPA, CIA, MBA
Partner, Government Advisory Services
brockabrand@eidebailly.com
Brent Mason, CPA
Senior Manager, Government Advisory Services
bmason@eidebailly.com
Sam Singery, CPA
Manager, Government Advisory Services
ssingery@eidebailly.com
28
1 | eidebailly.com
NEWPORT BEACH, CA – FINANCE DEPARTMENT
Executive Summary
Our examination of the budgeting function within the Budget Division of the Finance Department in the
City of Newport Beach, California involved a comprehensive assessment of all aspects of the budget
operation – pre-development efforts, the budget development process, monitoring of the budget after
adoption, and periodic reporting of budget status (versus year-to-date actual activity) throughout the
year. The work was predicated on the American Institute of Certified Public Accountants’ Statement on
Standards for Consulting Services framework and adapted to include the experience and perspective of
the engagement team. We also explored other fiscal management matters related to the budget including
the City’s Capital Improvement Program preparation process, the Long-Range Financial Forecast (LRFF),
and the Reserve Policy and practices. The objective of this examination was to assess the effectiveness of
the current budget practices and to identify any efficiencies that could enhance the current practices and
to make recommendations accordingly. This assessment process included interviews with key City staff,
an examination of existing policies and procedures, and examining financial reports used to communicate
budget status.
In general, the budget development process and subsequent monitoring and reporting is a very efficient
and effective operation that serves the City well and embeds significant public presentation and
opportunity for input from the Finance Committee, City Council, and interested members of the public.
The process begins with a debrief of the prior year’s process giving time to incorporate changes deemed
appropriate based on the experience from the prior year. Based on the interview feedback received, the
interaction within and between City departments is timely and collaborative throughout the several
month process. Materials presented are clear and simple to follow and Budget Division staff are always
available to assist with questions or challenges. There are many time-sensitive steps throughout the
process, but these are well managed, and the staff have demonstrated flexibility as special circumstances
periodically arise.
Our assessment of this process is that the City of Newport Beach has a robust, well-timed budget
development process that provides ample opportunity for input from all stakeholders to impact the
allocation of resources to the various City priorities. Subsequent quarterly reporting of the budget status
to the Finance Committee and City Council is a well-established process in which Budget staff and
department representatives work together to develop and communicate the position of actual revenues
and expenditures in relation to what was anticipated in the budget.
Finally, we noted additional financial tools used by the City to help manage its financial affairs in a healthy,
conservative, and responsive manner. Our recommendations are noted in the following section of this
report, which are offered as potential enhancements to the budget process.
29
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NEWPORT BEACH, CA – FINANCE DEPARTMENT
Suggested Recommendations
The following suggested recommendations are offered for consideration based on the results of our
assessment of the budget development process, subsequent monitoring, and periodic reporting of its
status to the City Council.
Budget Development Efficiencies
During the course of completing this assessment, we noted an item that we believe merits additional
consideration by City staff to determine whether there are efficiencies to be gained in the budget
development process, thereby providing additional time to the Budget staff to focus their efforts on
other matters or compressing the current timeline necessary to complete their work.
The Budget Division does not use the existing salary and benefits projection module within the Munis
system for developing the salary and benefit budget amounts. We discussed this at length, and it appears
that Munis has difficulty in handling the complexities of the City’s compensation structure. The module
was used previously, but at that time, and at certain points in the process, data would be exported,
processed externally, and imported back into Munis. We recommend that the City reach out to the
vendor (Tyler Technologies) to assist with exploring this functionality such that current staff of the
Budget Division can assess whether the software can actually perform the necessary calculations
required by the City’s compensation structure using the guidance of an implementation advisor from
Tyler Technologies.
Management’s Response:
Management concurs with this recommendation. We will coordinate with Tyler Technologies to explore
the functionality of the salary and benefits projection module in Munis to determine whether the
software can efficiently perform the necessary calculations required by the City’s compensation
structure.
Long-Range Financial Forecast
Annually, the City updates its Long-Range Financial Forecast. This plan focuses strictly on the General
Fund. The City should consider whether there are any other funds, particularly those that impact the
General Fund, for which similar long-range forecasting would be appropriate. Specifically, we noted the
Tidelands fund receives a significant transfer from the General Fund every year to balance the cost of its
operations. It is suggested that a more detailed analysis of the long-term fiscal health of the Tidelands
fund be incorporated into this annual process to better reflect in the LRFF the fiscal impact associated
with the transfer to the Tidelands Fund.
30
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NEWPORT BEACH, CA – FINANCE DEPARTMENT
Management’s Response:
Management concurs with this recommendation. The Tidelands Fund will be incorporated into the Long-
Range Financial Forecast to better reflect in the LRFF the fiscal impact associated with the cost allocation
plan charges from the General Fund and the General Fund subsidy.
Budget Validation in Accounts Payable Processing
We noted in performing our assessment that although the final adopted budget is loaded into the
accounting system, and the system cross references the budget during the Accounts Payable entry, any
flags generated by the system indicating an overbudget issue are overridden by the Accounts Payable
staff. We also noted that one mitigating control for this is that when purchase orders are being prepared
by the Purchasing Division, they are checked for adequate budget before being approved and released.
However, the City’s “direct pays” (amounts not being paid on purchase orders) are not being checked
for adequate existing budget authority. It is suggested that rather than overriding budget flags, the City
develop a reasonable threshold to determine which flags can be overridden by Accounts Payable staff
and which ones need approval.
Management’s Response:
Management concurs with this recommendation. Procedures have been implemented, which require
Accounts Payable staff to obtain approval when a budget warning is flagged in Munis over certain
spending thresholds.
Performance Measurement
The City implemented performance measures as part of the Fiscal Year 2024/25 budget development
process. This was begun as it is recognized as a strong practice to help evaluate the success of an
operating function. It is also a requirement of the award program sponsored by the GFOA. It is
recommended that the City closely monitor the results from this first year, and as it is developing this
portion of the budget for subsequent fiscal periods, modify and add to the existing performance
measures to further assist City Management in gathering data that helps better evaluate current
operations and make adjustments as appropriate.
Management’s Response:
Management concurs with this recommendation. Annually, each department will continue to refine
their performance measures to ensure that the data tracked by each department appropriately targets
key performance standards.
31
ATTACHMENT C
REPORT ON FINANCE CUSTOMER SERVICE OPERATIONAL ASSESSMENT
32
Finance Customer Service Operational Assessment
NEWPORT BEACH, CALIFORNIA
FINANCE DEPARTMENT
EIDE BAILLY LLP
NOVEMBER 4, 2024
33
NEWPORT BEACH, CA – FINANCE DEPARTMENT
Prepared by:
Dr. Bradford Rockabrand, CPA, CIA, MBA
Partner, Government Advisory Services
brockabrand@eidebailly.com
Brent Mason, CPA
Senior Manager, Government Advisory Services
bmason@eidebailly.com
Nancy Garcia, CPA
Senior Manager, Government Advisory Services
ngarcia@eidebailly.com
34
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NEWPORT BEACH, CA –– FINANCE DEPARTMENT
Executive Summary
Our examination of the customer service activity for the City of Newport Beach, California, Finance
Department, Revenue Division (the “Division”) involved a comprehensive assessment of the Division’s
structure, use of allocated resources, staffing levels, and documented or undocumented policies and
procedures used within the Division. The objective of this assessment was to evaluate the efficiency with
which the duties are performed, and the level of customer service provided in performing those duties.
The work was predicated on the American Institute of Certified Public Accountants’ Statement on
Standards for Consulting Services framework and adapted to include the experience and perspective of
the engagement team. The assessment process included interviews with key staff and a review of existing
procedural documentation to evaluate the operating efficiency of its operations. A high-level summary of
our findings is provided below.
In general, the Division’s practices reflect modern business operations for the various sections
making up the Revenue Division. However, throughout the interviews conducted with the Revenue
Manager and various staff members, we noted instances of inefficiency or opportunities to
strengthen internal controls.
Our procedures were not designed to document or test internal controls embedded in the
department. However, our conversations were sufficiently broad to consider internal controls. We
noted strong internal controls surrounding the cash receipting operation, namely segregation of
duties, limited quantities of cash kept on site, and daily reconciliations related to the collection
and deposit of payments received by the City.
Eide Bailly noted significant attention is paid to the customer service delivery, which reflects the
high standards of the City. Although there were instances in which efficiency or service levels may
be enhanced, these are exceptions, and the Division can accurately be described as focused on the
delivery of service to its customers.
Eide Bailly’s Suggested Recommendations follow.
35
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NEWPORT BEACH, CA –– FINANCE DEPARTMENT
Findings and Recommendations
The following suggested recommendations are offered for consideration based on the results of our
assessment of the customer service and operational efficiency of the Finance Department’s Revenue
Division.
Performance Measures
During the 2024/25 budget process, the City implemented Performance Measures as a new tool to assist
management with evaluation of performance in several areas. For the Revenue Division, the length of
time a phone customer spends on hold before the call is answered by a staff member is tracked. The
evaluation of customer service for the customers calling into the Revenue Division could be enhanced by
utilizing an additional measurement of the customer’s satisfaction after they have completed their
transaction with the City. For instance, adding a short voluntary survey after the call in which the customer
could register their level of satisfaction may provide a better sense of their feelings on the outcome of
their business with the City. Additionally, for customers coming to the counter, installing a device that
enables them to register their satisfaction or dissatisfaction with the service provided as they exit would
gather real time data on customer satisfaction.
Management Response:
Management concurs with this recommendation. Revenue Division staff will coordinate with Information
Technology Division staff on the development of a short voluntary phone survey and a customer
satisfaction survey that enables walk-in customers to participate in a short customer satisfaction survey.
Documentation
In the course of our discussions with City staff, we made inquiry about the internal controls around the
handling of cash within the Division. We were advised that staff are in the process of developing a policy
and procedure document regarding cash handling. This is a document critical to the internal control over
cash because of the greater risk of misappropriation associated with this method of payment. Staff
provided Eide Bailly a copy of the current draft of the document, which we read. The policy and procedure
document for handling cash is nearing completion and appears appropriate in scope based on our
experience working with these policies in other organizations. We believe this process needs to be
completed in the near term to provide the documented framework for staff as they execute their duties
handling cash.
Management Response:
Management concurs with this recommendation. Policies and procedures surrounding cash handling will
be finalized by January 31, 2025.
36
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NEWPORT BEACH, CA –– FINANCE DEPARTMENT
Manual Processing
Throughout our conversations with Revenue Division staff, Eide Bailly noted several instances of manual
processing occurring in different operations. This was noted specifically in the following processes:
Bill notices for UTOT
Application, renewal, and various notices for the Short-Term Lodging functions
Business Licensing applications and renewals
Cash Receipting for UTOT, Business Licensing and Short-Term Lodging
Regulatory permits
K-File processing for following up on unlicensed business
Modifying these processes to eliminate the existing inefficiency is recommended.
We were advised that an active system implementation is underway within the City, EnerGov, which will
integrate these processes with the City’s Munis financial ERP system. Staff advised that the switch to
EnerGov is anticipated to bring significant efficiency and automation to these currently manual processes.
Management Response:
Management concurs with this recommendation. An item will be brought forward for City Council
consideration by March 31, 2025, that recommends the purchase of the necessary Energov modules to
integrate the UTOT, Business Licensing, and Short-Term Lodging processes with the City’s financial ERP
system (Munis). Energov is an online web-based platform that will allow for convenient electronic
submission of forms and payment processing, which is expected to streamline processes and yield
efficiencies for customers and City staff. If the City Council approves this purchase, Revenue Division staff
will develop a project timeline for design configuration and testing with the goal of going live by October
1, 2025.
Utility and General Billing
The uncollected amounts from invoices generated for utility services or miscellaneous billings are pursued
through various internal collections processes, but in some cases will remain outstanding despite staff’s
efforts to collect. The City performs a write off procedure annually in June of each year sending
uncollected amounts to its third-party collection agency. On a quarterly basis, staff send a report of open
and outstanding invoices to the departments that have requested specific billings to determine if the
amounts are still considered collectible from the responsible party. For utility receivables, the required
notices are sent to delinquent accounts throughout the year. These efforts to reduce the total amount of
uncollected receivables occur throughout the year. It is recommended that the write off procedure occur
on a basis more frequent than annual, consistent with the timing of the City’s internal collection efforts
for delinquent accounts. Collection agencies indicate the single most important factor in collecting these
balances is getting the information as soon as possible. If this process was done semi-annually or quarterly,
the City is likely to have greater success in recovering these amounts.
37
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NEWPORT BEACH, CA –– FINANCE DEPARTMENT
Management Response:
Management concurs with this recommendation. The Revenue Manager will ensure that the write-offs
are performed on at least a semi-annual basis (or on a quarterly basis, if practical) beginning with write-
offs for delinquent receivables as of December 31, 2024.
38
INTERNAL AUDIT PROGRAM UPDATE
Finance Committee Meeting – November 14, 2024
Item No. 6A1Internal Audit Program Update
Staff Presentation
11/14/2024
39
BACKGROUND
2
•In 2020, an enterprise risk assessment and initial evaluation of internal controls were presented to the Finance Committee, outlining 13 focus areas for future reviews.
•Eleven reviews have been completed, one was canceled, and one is temporarily postponed.
•A subject matter expert is recommended to perform the Business Continuity & Disaster Planning Assessment.
Task
ResourceProgressKey Control
MGOCompletePurchasing and Contract Management1
Moss AdamsCompleteCash, Billing, Collections, and Accounts Receivable2
Moss AdamsCompleteInformation Technology – System Security, Help
Desk, Workflow, System Support and Monitoring
3
Moss AdamsCompleteFiscal Policy Inventory & Implementation Plan4
Moss AdamsCompleteInventory Management5
Moss AdamsCompleteAccounts Payable and Disbursement6
Moss AdamsCompletePayroll7
Moss AdamsCompleteFixed Asset Management8
N/ACancelledPolice Property & Evidence Internal Controls 9
Pun GroupCompleteFinancial Reporting10
Eide BaillyCompleteAssessment of Budgeting Practices11
N/APostponedBusiness Continuity & Disaster Planning Assessment12
Eide BaillyCompleteFinance Customer Service Operational Assessment13
Current Progress on 2020 Internal Audit Workplan
40
STATUS OF PRIOR AUDIT FINDINGS
3
Cash Handling Review
•Policies and procedures for cash handling are nearing completion.
•These policies and procedures will provide guidance to all employees that handle
cash, including those employees that are located at offsite cash receipting locations.
•Citywide training will be conducted for all employees handling cash once the formal
policies and procedures are finalized.
Ongoing Review of Fiscal Policies
•Reviewing and revising various policies and procedures is an ongoing effort.
41
INTERNAL AUDIT PROGRAM FINDINGS
4
Financial Reporting
•The Pun Group was retained to examine the financial reporting function, which
included a comprehensive assessment of the year-end close process, journal entry
processing, the maintenance of the chart of accounts, account reconciliations, and the
preparation, review and approval of Annual Comprehensive Financial Reports.
•The assessment recommended improvements to the Manual Journal Entry Process,
Chart of Account Maintenance, and the Timeliness and Accuracy of Bank
Reconciliations.
42
INTERNAL AUDIT PROGRAM FINDINGS
5
Assessment of Budgeting Practices
•Eide Bailly was retained to examine the budgeting function, which involved a
comprehensive assessment of all aspects of the budget operation – pre-development
efforts, the budget development process, monitoring of the budget after adoption, and
periodic reporting of budget status throughout the year.
•The auditors also examined other fiscal matters, including the City’s Capital
Improvement Program preparation process, the Long-Range Financial Forecast, and
the Reserve Policy and practices.
•The assessment resulted in recommendations for improvement related to Budget
Development Efficiencies, the LRFF, Budget Validation in Accounts Payable
Processing, and Performance Measurement.
43
INTERNAL AUDIT PROGRAM FINDINGS
6
Finance Customer Service Operational Assessment
•Eide Bailly was retained to examine the customer service activity of the Revenue
Division within the Finance Department, which involved a comprehensive assessment
of the division’s structure, resource allocation, staffing levels, and documented or
undocumented policies and procedures used within the division.
•The assessment recommended improvements in Performance Measures,
Documentation, Manual Processing, and Utility and General Billing.
44
2025 INTERNAL AUDIT RISK ASSESSMENT
7
•The current internal audit program was initiated in 2020 with an enterprise risk
assessment and initial evaluation of internal control risks, which served as the primary
building blocks to inform and develop an internal audit workplan.
•Since the final item on the 2020 internal audit workplan will be completed by a
consultant specializing in business continuity and disaster planning assessments, it is
recommended that a new enterprise risk assessment and evaluation of internal
control risk be performed in 2025, to serve as the foundation for developing a new
internal audit workplan.
45
QUESTIONS?
46
OTHER POST-EMPLOYMENT
BENEFITS ACTUARIAL VALUATION
REPORT UPDATE
Finance Committee
November 14, 2024
47
BACKGROUND
2
•The City provides eligible retirees and surviving spouses with certain retiree medical benefits, also known as other post-employment benefits (OPEB).
•Benefits vary by hire date, employment status and classification. Benefits generally fall into the following categories:
•Legacy Defined Benefit Plan –up to $450 per month is provided for eligible healthcare expenses.
The legacy plan is a closed plan, which generally includes employees and retirees who were active
and enrolled in the defined benefit plan as of 12/31/2005.
•Defined Contribution Retiree Health Savings Plan – employee and employer contributions are
required to be made to the employee’s Retiree Health Savings (RHS) account, which generally
includes new hires on or after 1/1/2006. The City has no further funding obligation to the RHS plan
once the City has made the required contributions.
•CalPERS Minimum Required Contribution (MRC) – agencies that contract with CalPERS for health
insurance coverage are required under the Public Employee’s Medical and Hospital Care Act
(PEMHCA) to contribute a minimum amount for retiree health insurance ($157/month in 2024).
48
IMPLICIT RATE SUBSIDY
3
•A portion of the City’s OPEB liability is in the form of an implicit rate subsidy, which results from
the pooling of non-Medicare retirees and active employees for premium purposes.
•Although retirees are solely responsible for the cost of their health insurance, retirees receive
the benefit of a lower rate. The difference between these amounts is the implicit rate subsidy.
•The accounting standards require that the value of the implicit subsidy be included in the City’s
OPEB liability, even though these costs will be paid on a pay-as-you-go basis in the future in
the form of higher premiums for active employees.
•However, the cost associated with the implicit subsidy is covered by the City’s cafeteria plan
contribution and is paid from the City’s operating budget. Therefore, the targeted funding level
is based on the value of the explicit subsidy associated with the legacy defined benefit plan
and the CalPERS MRC.
49
OVERVIEW OF THE PARS TRUST
4
50
PUBLIC AGENCY RETIREMENT SERVICES
5
•In March of 2024, the City Council approved establishing an OPEB Trust
with the Public Agency Retirement Services (PARS)
•Funds were transferred from the prior trust with California Employers’
Retiree Benefit Trust (CERBT), which is managed by CalPERS
•The PARS OPEB Trust has an expected rate of return of 6.27% and
volatility of 10.12% (which is lower than the 12.1% volatility for CERBT)
51
PARS BALANCED STRATEGY
6
Strategic RangeAsset Class
Equity Style:
20%-50%Domestic Large Cap Equity
0%-15%Domestic Mid Cap Equity
0%-20%Domestic Small Cap Equity
0%-20%International Equity (incl. Emerging Markets)
0%-10%Real Estate Investment Trust (REIT)
50%-70%Total Equities
Fixed Income Style:
0%-20%Long-Term Bonds (Maturities > 7 Years)
15%-50%Intermediate-Term Bonds (Maturities 3-7 Years)
0%-15%Shorter-Term Bonds (Maturities < 3 Years)
0%-8%High Yield Bonds
30%-50%Total Fixed Income
0%-20%Total Cash
52
HISTORICAL PERFORMANCE OF THE CITY’S TRUST ACCOUNT
7
•Total contributions in
excess of withdrawals of
$27.9 million
•Total investment earnings
(net of fees) of $18.3
million
•Total assets of $46.2
million at 6/30/24
•Annualized net rate of
return of 5.6% from 2008-
2024 $(5)
$5
$15
$25
$35
$45
08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Mi
l
l
i
o
n
s
Cummulative Net Contribution Assets from Investment Earnings
53
2024 ACTUARIAL VALUATION REPORT
8
54
2024 ACTUARIAL VALUATION REPORT
9
•An actuarial valuation is completed once every two years. The most recent actuarial
was completed in 2024, which had a measurement date of June 30, 2023.
•The actuarial valuation report reflects a discount rate of 6.00%
55
SUMMARY OF VALUATION RESULTS
10
•The City’s total OPEB liability decreased by $1.1 million, which is due to benefit payments
exceeding interest costs.
•Assets on hand with CERBT as of June 30, 2024 related to balances as of June 30, 2023,
which were $3.6 million higher due to a $2.1 million gain on investments as well as a net
increase in contributions to the trust of $1.5 million.
June 30, 2024 2June 30, 2023 1
$ 53,136,842$ 54,234,204Total OPEB Liability
($ 35,166,853)($ 31,569,252)Trust Assets
$ 17,969,989$ 22,664,952Net OPEB Liability
66.2%58.2%Funded Percentage
1 June 30, 2022 measurement date for inclusion in the Financial Statements for the Fiscal Year Ending June 30, 2023.
2 June 30, 2023 measurement date for inclusion in the Financial Statements for the Fiscal Year Ending June 30, 2024.
56
CHANGES IN THE OPEB LIABILITY
11
$42.6 $39.7
$11.6 $13.4
$0
$10
$20
$30
$40
$50
$60
06/30/2023 06/30/2024
Mi
l
l
i
o
n
s
Total OPEB Liability
($1M Decrease)
Explicit Subsidy Implicit Subsidy
The Explicit Liability is comprisedof amounts related to the LegacyDefined Benefit Plan (52%) andthe CalPERS Minimum RequiredContribution (48%).
57
TARGETED FUNDING LEVEL
12
•City Council Policy F-2 (Reserve Policy) requires the “new plan” be 100% funded and that the explicit portion of the “old plan” be funded over a 20-year amortization period (or less) based on the annual required contribution determined by a biennial actuarial review. Council Policy F-2 does not directly address whether funds should be set-aside for the implicit subsidy.
•Since the cost associated with the implicit subsidy is covered by the City’s cafeteria plan contribution and is paid from the City’s operating budget, the targeted funding level has been based on the value of the explicit subsidy associated with the legacy defined benefit plan and the CalPERS MRC.
•In October 2023, the City Council approved allocating $5.8 million of the General Fund’s operating surplus for Fiscal Year 2022-23 towards paying down the City’s OPEB liability.
•The explicit subsidy is fully funded as of June 30, 2024.
58
FY 2024-25 IMPACT
13
•Since the OPEB liability is fully funded, contributions to the OPEB Trust
are no longer required and Trust assets will be utilized to fund future
benefit payments.
•Therefore, beginning in Fiscal Year 2024-25, annual savings totaling
approximately $4 million are expected to accrue due to the elimination of
the OPEB liability.
59
QUESTIONS?
14
60
CALPERS UPDATE
Finance Committee Meeting – November 14, 2024
61
CALPERS NEWS
62
FISCAL YEAR 2023-24
CALPERS FISCAL STATUS
3
$502.9 billion in assets 9.3% net return on investments
Preliminary
75% funded status
63
JUNE 30, 2023
ACTURIAL VALUATION REPORTS
(PUBLISHED IN JULY 2024)
64
JUNE 30, 2023 ACTUARIAL VALUATION REPORTS
5
•2023 valuation reports set the contribution rates for FY2025-26.
•FY 2022-23 investment return was 6.1%, underperforming the 6.8% target.
•Total unfunded liability decreased from $348 million to $341 million whereas the total funded
ratio increased from 70.9% to 72.5%.
•The funded status improved due to the City’s aggressive pension paydown strategy, despite
investment returns falling short of the 6.8% target.
TotalTotalSafetyMiscellaneous
$ 1,196,853,094$ 1,240,764,986$ 711,388,538$ 529,376,448Accrued Liability
$ 849,020,920$ 899,755,600$ 499,763,899$ 399,991,701Market Value of Assets
$ 347,832,174$ 341,009,386$ 211,624,639$ 129,384,747Unfunded Liability
70.9%72.5%70.3 %75.6%Funded Ratio
June 30, 2022June 30, 2023
65
CALPERS FUNDING RISK MITIGATION POLICY
6
•In 2015, CalPERS approved the Funding Risk Mitigation Policy, which included a provision that
automatically triggered a decrease in the discount rate when the actual investment return for a
fiscal year exceeded the assumed rate of return by at least 2%. The two percent trigger
intended to use a portion of unexpected gains to de-risk the portfolio.
•In April 2024, CalPERS approved a change to the Funding Risk Mitigation Policy:
•Automatic change to discount rate removed: The policy no longer automatically
changes the discount rate.
•Board discussion required: The board will now discuss the discount rate and expected
investment returns when the investment return at fiscal year-end exceeds the assumed rate
of return by 2% or more.
•In September 2024, CalPERS used their new discretion to leave the discount rate at 6.8%
despite investment returns beating the target in FY 2023-24 by more than 2%.
66
COMPARISON TO OTHER ORANGE COUNTY EMPLOYERS
7
•The funded
percentage for
every non-
pooled plan
in the County
increased in
part to the
investment
gain.
Agency
UAL Funded % UAL Funded % UAL $ UAL % Funded %
City of Anaheim 1,007,646,110 68.9% 942,224,154 71.7% (65,421,956) -6.5% 2.7%
City of Brea* 49,697,608 71.9% 46,262,674 74.6% (3,434,934) -6.9% 2.6%
City of Buena Park* 25,479,436 85.2% 23,557,554 86.6% (1,921,882) -7.5% 1.4%
City of Costa Mesa 271,199,110 62.4% 255,750,461 65.5% (15,448,649) -5.7% 3.1%
City of Fullerton 321,231,685 67.2% 306,048,958 69.4% (15,182,727) -4.7% 2.2%
City of Garden Grove 378,352,420 65.3% 358,999,367 68.1% (19,353,053) -5.1% 2.8%
City of Huntington Beach 224,255,857 86.5% 204,411,677 88.0% (19,844,180) -8.8% 1.5%
City of Irvine 211,157,864 78.4% 193,682,765 80.3% (17,475,099) -8.3% 1.8%
City of La Habra* 18,642,781 87.5% 16,641,093 89.2% (2,001,688) -10.7% 1.7%
City of Laguna Beach* 35,794,229 76.1% 32,905,252 78.8% (2,888,977) -8.1% 2.7%
City of Mission Viejo* 30,166,285 75.3% 27,720,619 78.2% (2,445,666) -8.1% 2.9%
City of Newport Beach 341,009,386 72.5% 293,791,911 76.9% (47,217,474) -13.8% 4.4%
City of Orange 103,263,020 91.0% 85,312,554 92.9% (17,950,466) -17.4% 1.9%
City of Santa Ana 463,102,824 81.2% 420,794,474 83.3% (42,308,350) -9.1% 2.1%
City of Tustin* 36,428,973 77.1% 32,183,180 80.5% (4,245,793) -11.7% 3.4%
City of Westminster* 55,424,288 66.7% 52,472,224 69.3% (2,952,064) -5.3% 2.6%
City of Yorba Linda* 27,773,564 71.5% 25,517,229 74.9% (2,256,335) -8.1% 3.4%
Irvine Ranch Water District* 101,128,596 73.1% 93,149,470 76.2% (7,979,126) -7.9% 3.1%
Santa Margarita Water District* 39,241,223 71.3% 36,583,480 74.3% (2,657,743) -6.8% 3.0%
ChangeJune 30, 2023, Valuation June 30, 2024, Valuation
67
PENSION PAYDOWN STRATEGY
68
PENSION PAYDOWN STRATEGY
9
•The pension paydown strategy is revisited each year.
•In 2024, the Finance Committee and City Council approved the continuation of an
aggressive pension paydown strategy, and approved staff’s recommendation to make
a payment of $40 million to CalPERS as part of the budget with the intent to allocate
an additional $5 million from the FY 2024-25 budget surplus.
•The previous forecast projected the City’s pension liability being paid off in FY 2032-
33, which was dependent on CalPERS earning 6.8% over the long-term.
•The expected investment gain for FY 2023-24 is 9.3%, which is greater than the 6.8%
discount rate.
69
ROLL-FORWARD OF VALUATIONS TO JUNE 30, 2023
10
•It is expected that CalPERS will announce a 9.3% investment return for FY 2023-24 in
November.
•The Actuarial Valuation at June 30, 2024, will not be available until August 2025.
However, the CalPERS Pension Outlook tool has been utilized to estimate the City’s
projected funded status as of June 30, 2024, which reflects the impact associated with
the 9.3% investment gain.
June 30, 2024* June 30, 2023June 30, 2022June 30, 2021 June 30, 2020
$295,190,000$341,009,386$347,832,174$ 223,438,444$ 333,046,257Unfunded
Liability
76.9%72.5%70.9%79.3 %69.2 %Funded
Percentage
9.3%6.1%-7.5%21.3 %4.7 %Investment
Return
* Projected
70
HISTORICAL INVESTMENT RETURNS & THE CITY’S FUNDED STATUS
11
92.3%
85.3%
57.4%
60.6%
67.4%
62.2%
65.8%
69.2%67.5%
63.8%
66.0%66.9%68.7%69.2%
80.5%
70.9%72.5%
76.9%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Funded Status CalPERS Investment Returns Discount Rate (Expected Return)
71
PROJECTIONS FOR THE FUTURE
12
•Using the CalPERS Pension Outlook tool, staff modeled the impact of the projected
9.3% return for FY 2023-24 and the impact of continuing the current payment strategy
•The FY 2023-24 rate of return is estimated to be 2.5% higher than expected
•Current projection shows the liability will be eliminated in FY 2032-33
•FY 2024-25 projected to pay approximately $13.9 million more than required by CalPERS
2032-332029-20302028-292027-282026-272025-262024-25
$ 26,828,000$ 45,000,000$ 45,000,000$ 45,000,000$ 45,000,000$ 45,000,000$ 45,000,000Planned Payment
$ 26,828,000$143,800,000$ 178,188,000$ 210,387,000$ 240,536,000$ 268,765,000$ 295,490,000Beginning Unfunded Liability
98.4%90.3%87.6%84.9%82.2%79.5%76.9%Beginning Funded Percentage
6.8 %6.8 % 6.8 %6.8 %6.8 %6.8 %6.8 %Investment Return
72
NORMAL COST FOR ACTIVE EMPLOYEES
13
•Tier 1 (Legacy) & Tier 2 (Classic) employees in the Miscellaneous Plan contribute approximately
57% of amounts associated with normal cost.
•Tier 1 (Legacy) & Tier 2 (Classic) employees in the Safety Plan contribute approximately 42% of
amounts associated with normal cost on average across the various bargaining groups.
•Miscellaneous PEPRA employees contribute approximately 77% of amounts associated with
normal cost, whereas Safety PEPRA employees share equally 50% in the payment of normal cost.
Total Normal Cost Rates
(as a % of Payroll)
SafetyMiscellaneous
30.64%-37.26%20.09%Tier 1 “Legacy”
24.46%-33.84%19.64%Tier 2 “Classic”
25.5%-30.9%15.3%Tier 3 “PEPRA”
73
85%80%75%70%64%58%58%52%46%42%39%
5%
6%
7%
7%
7%
7%7%
7%
7%
7%6%
10%14%18%23%29%35%35%41%47%51%55%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY24 FY25
Ac
t
i
v
e
E
m
p
l
o
y
e
e
s
Tier 1 Legacy Tier 2 Classic PEPRA
ACTIVE EMPLOYEES BY BENEFIT TIER
14
74
IMPACT OF INVESTMENT RETURN AND ADDITIONAL PAYMENTS
15
•Last year’s CalPERS update projected the pension liability to be paid off in FY 2032-33
•FY 2023-24 projection considered a return of 6.8%, where return actual was 9.3%,
shortening the payoff timeline further by a few months
•Staff project the pension liability to be paid off in FY 2032-33 if CalPERS can achieve an
investment rate of return equal to their 6.8% discount rate
75
SUMMARY
16
•Staff recommend continuing with the current ADP strategy
•This disciplined approach to the accelerated paydown of the City’s unfunded liability is
expected to:
•Paydown the current liability in FY 2032-33
•Reduce long-term pension costs
•Monitor future CalPERS investment returns and respond accordingly
76
QUESTIONS?
77
CITY OF NEWPORT BEACH FINANCE COMMITTEE STAFF REPORT
Agenda Item No. 6D November 14, 2024
TO: HONORABLE CHAIRMAN AND MEMBERS OF THE COMMITTEE
FROM: Finance Department Jason Al-Imam, Finance Director / Treasurer 949-644-3123, jalimam@newportbeachca.gov
SUBJECT: FIRST QUARTER BUDGET UPDATE
SUMMARY:
The Finance Department prepares quarterly financial reports to review the status of revenues and expenditures for the City’s General Fund and to monitor budgetary trends in other City funds. This report contains information on revenues, expenditures, and
estimated fund balance for the first quarter of Fiscal Year 2024-25.
The FY 2024-25 first quarter financial report provides an analysis of the City’s financial activity from July through September 2024. A $5.0 million unrestricted General Fund operating surplus is projected for FY 2024-25 based on information currently available for the end of the first quarter. Recommended budget adjustments for revenues and
expenditures are outlined in this report and will be reflected in the proposed first quarter budget amendment. RECOMMENDED ACTION:
Review and discuss this report and provide any recommendations for consideration by the City Manager and City Council. DISCUSSION: Economic Overview The City’s assessed property values continue to increase providing a strong revenue base for the City. Recent reductions to sales tax revenue have caused concerns for the
broader economy, however, staff estimates that in FY 2024-25 sales tax will begin to
rebound. Revenue for hotels continues to grow as tourism remains a strong source of revenue to the City. The City is well positioned to withstand the impacts of a potential recession and is expected to maintain long-term fiscal sustainability.
78
First Quarter Budget Update November 14, 2024 Page 2
General Fund Revenues Most revenue categories performed at or higher than their budgeted levels last year due to more favorable economic conditions than what was originally anticipated in the adopted
budget. Growth in many areas has led to a $1.4 million projected increase in General
Fund revenues than what is estimated in the budget. Projections for property taxes, sales tax, service fees and charges, intergovernmental revenues, and donations and contributions have been increased.
The following table summarizes the changes to projected General Fund revenues versus
the revised budget for FY 2024-25. Details highlighting the reasons for the material variances follow. FY 2024-25 Projected General Fund Revenues
* Gross TOT revenues amount to approximately $39.8 million. Visit Newport Beach (VNB) receives 18% (or approximately $7.2 million) of TOT on a gross basis, which brings projected TOT revenues to $32.6
million, net of amounts remitted to VNB.
Property Tax - Property taxes are the City’s single largest General Fund revenue and
represent approximately 50% of all General Fund revenues. Property tax revenue was projected to increase approximately 4% from $143.6 million in FY 2023-24 to $149.3 million in FY 2024-25, largely due to the inflation adjustment indexed at the 2% cap allowed by Proposition 13 and due to changes in ownership. Property tax revenue for FY
2023-24 totaled $146.1 million, which is $2.6 million higher than previously projected. The
higher-than-projected revenue in FY 2023-24 is largely due to supplemental property tax revenue, Redevelopment Agency (RDA) residual revenues, and property tax transfers. Therefore, property tax revenue for FY 2024-25 is projected to be $1.1 million higher than previously projected due to the increase in assessed values. Staff is recommending a
budget amendment to align the revised budget with updated projections.
A B C = B-A D = C/A
Revenues by Category
Revised
Budget
Q1 Projected
Actuals Variance % Variance
Property Taxes 149,296,403 150,434,533 1,138,130 0.8%
Sales Tax 45,299,626 45,406,798 107,172 0.2%
Transient Occupancy Tax*32,625,873 32,625,873 - 0.0%
Other Taxes 9,587,638 9,587,638 - 0.0%
Service Fees & Charges 25,230,457 25,300,457 70,000 0.3%
Parking Revenue 8,271,651 8,271,651 - 0.0%
Licenses and Permits 5,952,271 5,952,271 - 0.0%
Property Income 9,633,853 9,633,853 - 0.0%
Fines & Penalties 3,996,299 3,996,299 - 0.0%
Intergovernmental 4,964,764 4,989,240 24,476 0.5%
Investment Earnings 1,904,925 1,904,925 - 0.0%
Misc Revenues 425,125 455,125 30,000 7.1%
Operating Transfers In 19,767,775 19,767,775 - 0.0%
Total Revenues 316,956,660 318,326,438 1,369,778 0.4%
79
First Quarter Budget Update November 14, 2024 Page 3
Sales Tax - The second largest funding source for the General Fund is sales tax revenue, making up more than 15% of General Fund revenues. The City’s sales tax base is largely generated from three industry groups — autos and transportation; general consumer
goods; and restaurants/hotels. In FY 2023-24 the City saw a decline in sales tax revenue
that was primarily attributed to an 18% decline in the autos and transportation category compared to FY 2022-23. Sales tax revenues are projected to increase by approximately 5% over the FY 2023-24 amounts, which will still be below the FY 2022-23 actuals. The projection for FY 2024-25 of $45.3 million is still reasonable, however, the City has a sales
tax sharing agreement with an auto dealer that is set to expire after the third quarter
whereas a full year of the tax sharing was incorporated into the budget. This increases revenue projections by $107,000. A budget amendment is recommended to align the revised budget with updated projections.
Transient Occupancy Tax – The third largest funding source for the General Fund is
TOT, making up more than 10% of General Fund revenues. Staff’s projection for Q1 is in line with the budgeted revenues, and no adjustment is recommended. Staff will continue to monitor TOT trends and will provide additional updates to projections as necessary in future quarterly financial reports.
All Other Revenue – This category includes all other revenue sources other than the top three (property tax, sales tax and TOT). All other revenue is made up of other taxes, service fees and charges, parking revenue, licenses and permits, property income, fines and penalties, intergovernmental revenues, investment earnings, and miscellaneous
revenues. Changes in projected amounts are proposed in the following categories:
• Service Fees and Charges – plan check fees, recreation classes, emergency medical services fees and numerous other cost-of-service fees. The Police Department established multi-year agreements for Supplemental Law
Enforcement Services between the City of Newport Beach and the City of
Anaheim, and the City of Newport Beach and the City of Huntington Beach. The intent of the agreements is for law enforcement personnel to provide these agencies with support during special events. The cities are directly billed for expenses incurred because of this support and are billed at the Special Events
Hourly Rate. A budget amendment for a $70,000 increase to revenue account
01035352-521175 and expense account 01035353-713002 is recommended to recognize the offset in expenditures by the additional revenues for the first-year expectation of the agreements.
• Intergovernmental Revenues – federal, state and local grant revenues, which
includes, but is not limited to, the City’s portion of the half cent sales tax revenue paid to the County for public safety, state mandate reimbursements, reimbursement for strike teams sent to assist with fires, and revenue sharing with the County of Orange under the Waste Disposal Agreement (WDA). The Police Department participates in a State 911 program that is administered through the
California Governor’s Office of Emergency Services (Cal OES) for the software maintenance phone contracts. The program is transitioning from receiving direct
80
First Quarter Budget Update November 14, 2024 Page 4
billing towards reimbursement base. A budget amendment is proposed to recognize the expected revenue reimbursement in Police Support Services Cal OES account 01035352-431245 and increase in expenditures in the Police IT
Software License Renewal account 0103522-871017 by $24,476.49.
• Miscellaneous Revenues – restricted revenue, damage to City property, bad debt, donations and contributions, non-operating revenues such as proceeds from the sale of materials and equipment, and other miscellaneous revenues. The Library
Department received a check for $30,000 for a Variance and Coastal Development
Permit. A budget amendment will recognize $30,000 in additional revenue in the Private Donation and Contributions account 0106053-561005 and increase expenditures by $30,000 for Programming related expenditures in 0106053-841004.
General Fund Expenditures The FY 2024-25 General Fund revised expenditure budget totals $325.8million. Spending trends in FY 2024-25 are generally consistent with prior years and do not indicate any cause for concern. Total expenditure savings of $2.4 million are projected
at this time due to year-to-date savings from vacancies, offset by expenses that are
addressed in Budget Amendment No. 25-024 (to be attached to this report when it is presented to the City Council) and are explained in detail below. The following table summarizes the changes to the adopted expenditure budget for FY
2024-25, as well as expenditure savings by budget category. Details highlighting the
reasons for the material variances follow. FY 2024-25 Projected General Fund Expenditures
A B C = A-B D = C/A
Expenditures by Category
Revised
Budget
Q1 Projected
Actual
Savings
(Overage) % Variance
Salary & Benefits 188,194,601 185,732,949 2,461,652 1.3%
Contract Services 32,899,719 32,899,719 - 0.0%
Grant Operating 1,411,935 1,411,935 - 0.0%
Utilities 4,446,732 4,446,732 - 0.0%
Supplies & Materials 4,827,384 4,857,384 (30,000) -0.6%
Maintenance & Repair 16,742,060 16,742,060 - 0.0%
Travel & Training 925,308 905,308 20,000 2.2%
General Expenses 4,301,266 4,325,743 (24,476) -0.6%
Internal Svc Charge 31,245,497 31,245,497 - 0.0%
Capital Expenditures 1,574,128 1,574,128 - 0.0%
Operating Transfers Out 39,255,611 39,255,611 - 0.0%
Total Expenditures 325,824,241 323,397,066 2,427,175 0.7%
81
First Quarter Budget Update November 14, 2024 Page 5
Significant expenditure budget variances are as follows:
• The revised salary and benefits budget totals $188.2 million, an increase of $5.3
million over the adopted budget. An analysis of salary and benefit activity for
quarter one indicates that $2.5 million in personnel savings have been captured to date. These savings are offset by the $70,000 proposed budget increase related to the Police Department’s Supplemental Law Enforcement Services contracts, as explained in the General Fund’s service fees and charges section of this report.
• The supplies and materials budget will be increased by $30,000 for the Library’s
programming, as explained in the General Fund’s miscellaneous revenues section of this report.
• The travel and training budget will be decreased by $20,000 as the budget
intended for Certified Access Specialist (CASp) training should be funded from Fund 180, the Restricted Programs Fund, and was erroneously included in the General Fund budget in FY 2024-25, despite this program being transferred to Fund 180. A budget amendment is recommended to transfer $20,000 from the
General Fund to the Restricted Programs Fund.
• The general expenses category will be increased by $24,476 for the Police Department’s software license, as explained in the General Fund’s intergovernmental revenues section of this report.
General Fund Sources, Uses, and Projected Surplus
The City continues to be in excellent financial health. Conservative budgeting and sound financial policies have resulted in a trend of General Fund operating surpluses and strong reserve levels for several years. The City is well positioned to continue delivering high levels of services to the community while targeting surplus resources to key priorities each
year. It is currently projected that unrestricted General Fund resources will total $5.0
million at the end of FY 2024-25. As is the case each year, staff anticipate that additional budget savings will be realized, and the final year-end budget surplus will exceed this amount.
The following table illustrates the prior year sources and uses of funds, current year
activity and the projected year-end results.
82
First Quarter Budget Update November 14, 2024 Page 6
FY 2024-25 Projected General Fund Sources, Uses, and Budget Surplus
Facility Financing Plan Per the City’s Municipal Code, park dedication and in-lieu fees provide for the dedication of land, the payment of fees in lieu thereof or a combination of both, for park or recreational purposes in conjunction with the approval of residential development.
$976,701 of budgeted park zone fees in Park Zone 9 are not anticipated to be received
in FY 2024-25. A budget amendment is recommended to align the budgeted revenues in this fund with current projections by reducing revenues in account 51303-422105. Additionally, park zone fees in Park Zone 4 are now estimated to be received this fiscal year, therefore, it is recommended to increase the revenue budget in 51303-422080 by
$506,789.
Fire Equipment Fund The FY 2024-25 Internal Service Fund (ISF) for fire equipment will be increased by $56,400. Planned additional expenses for FY 2024-25 were included in the ISF
chargeback accounts in the general fund but were not reflected in the expense account
in the Fire Equipment fund; thus, the General Fund will not be impacted. Other Funds Staff have evaluated the fiscal condition of the City’s other major operating funds
A B C=B-A D=C/A
Category
Revised
Budget
Q1
Projection Variance % Variance
Beginning Fund Balance Reserves 15,752,275$ 15,752,275 - 0.0%
Operating Resources:
Operating Revenues 297,188,885 298,558,663 1,369,778 0.5%
Prior Year Resources Carried Forward 6,786,845 6,786,845 - 0.0%
Transfers In from Other Funds 19,767,775 19,767,775 - 0.0%
Repayment of Advances 1,250,000 1,250,000 - 0.0%
Total Operating Resources 324,993,505 326,363,283 1,369,778 0.4%
Operating Uses:
Operating Expenditures 286,568,630 284,141,455 (2,427,175) -0.8%
Transfers Out 39,255,611 39,255,611 - 0.0%
Total Operating Uses 325,824,241 323,397,066 (2,427,175) -0.7%
Net Operating Surplus (830,736) 2,966,217 3,796,953 -457.1%
Non-Operating Resources & Uses
Transfers Out (13,680,159) (13,685,648) (5,489) 0%
Total Non-Operating Resources & Uses (13,680,159) (13,685,648) (5,489) 0.0%
Net Change in Fund Balance (14,510,895) (10,719,431) 3,791,464 -26.1%
Ending Fund Balance Reserves 1,241,380$ 5,032,844 3,791,464 305.4%
83
First Quarter Budget Update November 14, 2024 Page 7
(Tidelands and Water). An analysis of the budget performance for these funds indicates that no budget adjustments are necessary and variances between budgeted and actual amounts are within reason.
Personnel Changes It is recommended that two Equipment Operator I (EOI) positions be flexibly staffed to two Equipment Operator II (EOII) positions. The EOII is a highly skilled journeyman position. It is distinguishable from the EOI through performance of more skilled and
complex tasks involving heavy equipment, possession of a California Class A commercial
driver’s license, and an additional year experience requirement. Those who hold that position are able to safely operate 14 pieces of complex heavy equipment such as Loaders, Beach Cleaners, Dump Trucks, Skid-loaders and Backhoes, and 15 pieces of light duty equipment. EOIIs are responsible for training EOIs and Maintenance Workers
in the operation of heavy and light equipment. There will be no change to the total fulltime
position count, and no budget amendment is required as the cost to flexibly staff these positions is $9,500, which can be covered by vacancy savings. Conclusion
Staff recommends that the Finance Committee review and discuss this report and provide
any recommendations for city manager and City Council consideration. Prepared and Submitted by:
/s/ Shelby Burguan ____________________________
Shelby Burguan Deputy Finance Director
84
FISCAL YEAR 2024-25
FIRST QUARTER FINANCIAL REPORT
November 14, 2024
Finance Committee
Item No. 6D1First Quarter Budget Update
Staff Presentation
11/14/2024
85
PROJECTED GENERAL FUND REVENUES
2
Budget $ 317.0 million
First Quarter Projection $ 318.3 million
•Projections for Property Tax, Sales Tax,
Service Fees and Charges,
Intergovernmental revenues, and
Donations and Contributions have been
increased.
$0
$50
$100
$150
$200
$250
$300
$350
Budget Q1 Projected
Mi
l
l
i
o
n
s
Property Tax Sales Tax TOT Other Operating Transfers In
86
PROJECTED GENERAL FUND EXPENDITURES
3
Budget $ 325.8 million
First Quarter Projection $ 323.4 million
•$2.5 million savings projected in salaries
and benefits due to vacancies and lower
than budgeted costs for employee benefits
•Various budget amendments are
recommended when the First Quarter
Budget Update is presented to the City
Council
-
50
100
150
200
250
300
350
Budget Q1 Projected
Mi
l
l
i
o
n
s
Salary & Benefits Contract Services Internal Service Charges
Other Operating Expenses Capital Expenditures Operating Transfers Out
87
GENERAL FUND SOURCES AND USES
4
$68.4m $74.3m
$19.0m $19.3m
$31.3m $31.7m
$43.0m $43.4m
$143.6m $146.2m
• $5 million ending unrestricted
General Fund resources
• As is the case each year, staff
anticipate that additional
budget savings will be realized,
and the final year-end budget
surplus will exceed this amount
ABC=B-AD=C/A
Category
Revised
Budget
Q1
Projection Variance % Variance
Beginning Fund Balance Reserves 15,752,275$ 15,752,275 - 0.0%
Operating Resources:
Operating Revenues 297,188,885 298,558,663 1,369,778 0.5%
Prior Year Resources Carried Forward 6,786,845 6,786,845 - 0.0%
Transfers In from Other Funds 19,767,775 19,767,775 - 0.0%
Repayment of Advances 1,250,000 1,250,000 - 0.0%
Total Operating Resources 324,993,505 326,363,283 1,369,778 0.4%
Operating Uses:
Operating Expenditures 286,568,630 284,141,455 (2,427,175) -0.8%
Transfers Out 39,255,611 39,255,611 - 0.0%
Total Operating Uses 325,824,241 323,397,066 (2,427,175) -0.7%
Net Operating Surplus (830,736) 2,966,217 3,796,953 -457.1%
Non-Operating Resources & Uses
Transfers Out (13,680,159) (13,685,648) (5,489) 0%
Total Non-Operating Resources & Uses (13,680,159) (13,685,648) (5,489) 0.0%
Net Change in Fund Balance (14,510,895) (10,719,431) 3,791,464 -26.1%
Ending Fund Balance Reserves 1,241,380$ 5,032,844 3,791,464 305.4%
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RECOMMENDED ACTION
5
•Review and discuss this report
•Provide any recommendations for consideration by the City Manager and the
City Council.
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6
Questions?
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11/7/24
Scheduled Date Agenda Title Report Type Agenda Description
Thursday, January 9, 2025
Overview of Utilities Department Budget Presentation Staff will provide the Committee with a presentation covering the budget for the Utilities Department.
Financial Statement Audit Results and Related Communication Presentation The City’s external auditors will meet with the Finance Committee to discuss the results of their audit for the fiscal year ending June 30, 2024.
Long Range Financial Forecast (LRFF) Update Presentation Staff will brief the Committee regarding the results of the updated LRFF.
Budget Amendments for Quarter Ending December 31, 2024 Receive and File Staff will report on the budget amendments from the prior quarter.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
Thursday, February 13, 2025
Facilities Financial Plan (FFP) and Harbor & Beaches Master Plan (HBMP)Presentation Staff will provide an update on the current status of FFP and HBMP.
Second Quarter Budget Update Presentation Staff will provide a presentation regarding the year-to-date and projected Fiscal Year 2024-25 budget performance.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
Thursday, March 13, 2025
Overview of Revenue Projections Presentation Staff will provide the Committee with an overview of the assumptions utilized to prepare revenue projections for the City's major funds as part of the Fiscal Year
2025-26 budget preparation process.
Fiscal Year 2024-25 Fee Study Update Presentation Review and discuss the proposed fee updates for Fiscal Year 2024-25
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
Thursday, April 10, 2025
Proposed FY 2025-26 Budget Overview of Expenditures Presentation Staff will provide the Committee with an overview of the expenditure budget for Fiscal Year 2025-26 that will be presented to the City Council in May.
Budget Amendments for Quarter Ending March 31, 2025 Receive and File Staff will report on the budget amendments from the prior quarter.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
Thursday, May 8, 2025
Follow-Up Discussion of Proposed FY 2025-26 Budget Discussion
Staff will provide the Committee with a copy of the Fiscal Year 2025-26 proposed budget document. Should the Committee wish to continue April's discussion of the Fiscal Year 2025-26 budget, this is also an opportunity to do so.
Financial Statement Auditor's Communication with the Finance Committee acting as the City's Audit Committee Presentation
The City's external auditors, Davis Farr LLP, will provide an overview presentation regarding the audit process for Fiscal Year 2024-25 and request feedback from the Committee regarding any information that may assist them in their audit of the City's financial statements.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
January 2025
Newport Beach Finance Committee Work Plan
April 2025
February 2025
March 2025
May 2025
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11/7/24
Scheduled Date Agenda Title Report Type Agenda Description
Newport Beach Finance Committee Work Plan
Tuesday, May 27, 2025 Joint City Council and Finance Committee Study Session Presentation Staff will present the Fiscal Year 2025-26 proposed budget to the City Council and Finance Committee.
Thursday, May 29, 2025 Committee Recommendation to Council for the FY 2024-25 Budget Discussion
Discussion of the Study Session earlier in the week and formulation of any
recommendations to be presented to the City Council at the budget public
hearing in June.
Third Quarter Budget Update Presentation Staff will provide a presentation regarding the year-to-date and projected Fiscal
Year 2024-25 budget performance.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
Thursday, September 11, 2025
Annual Review of Investment Performance Presentation
The City's investment advisor, Chandler Asset Management, will report on the
performance of the City's investment portfolio for the fiscal year ending June 30,
2025.
Annual Review of Investment Policy Presentation
Staff will provide a presentation regarding any proposed changes to the City's
Investment Policy prior to the Investment Policy being approved by the City
Council.
Budget Amendments for Quarter Ending June 30, 2025 Receive and File Staff will report on the budget amendments from the prior quarter.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
Thursday, October 9, 2025
Budget Amendments for Quarter Ending September 30, 2025 Receive and File Staff will report on the budget amendments from the prior quarter.
Year-End Budget Results and Surplus Allocation Presentation Staff will provide a presentation regarding the year-end budget results for Fiscal Year 2024-25 and recommendations for allocation of any year-end budget surplus.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
September 2025
October 2025
August 2025
Committee Recess
June 2025
Committee Recess
Committee Recess
July 2025
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11/7/24
Scheduled Date Agenda Title Report Type Agenda Description
Newport Beach Finance Committee Work Plan
Thursday, November 13, 2025
First Quarter Budget Update Presentation Staff will provide a presentation regarding the year-to-date and projected Fiscal Year 2025-26 budget performance.
OPEB Actuarial Valuation Report Update Presentation Staff will provide the Committee with an overview of the Fiscal Year 2024-25 actuarial valuation report prepared by the City's actuary.
CalPERS Update Presentation Staff will provide the Committee with an overview of the data from the latest actuarial reports from CalPERS as well as their impact on prior projections of the paydown of the City's unfunded pension liability.
Internal Audit Program Update Presentation Presentation of internal audit reports, findings, and recommendations from the
Fiscal Year 2024-25 audit program.
Work Plan Review Receive and File Staff will report on the upcoming Finance Committee items.
November 2025
December 2025
Committee Recess
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